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4TH QUALITY CONFERENCE FOR

PUBLIC ADMINISTRATIONS IN THE EU


BEST PRACTICE CASES

27.-29. September 2006


- Building Sustainable Quality
Tampere, Finland

FOREWORD
The Ministers of Public Administration agreed in November 1998 that new methods
should be developed for sharing knowledge between the EU Member States on
quality improvements of public sector. This led to the decision of organising a
public sector quality conference where best practice cases from all member states
are presented. Ever since the best practice cases have remained to be the core of
the quality conferences.
The number of presented best practice cases in quality conferences has increased
steadily. In the first quality conference for public administrations in the EU in Lisbon
(2000) 39 best practice cases were presented, in Copenhagen (2002) 49 best
practice cases were presented, in Rotterdam (2004) 65 best practice cases were
presented and in Tampere (2006) the number of best practice cases is 78.
All member countries and co-operative countries and European Commission have
nominated their respective best practice cases by using their own independent
selection processes and methods. The 4QC secretariat has, with the help of the
network of Innovative Public Services Group (IPSG), collected case descriptions
and contact information of each best practice case.
This book is based on the collected information and it contains one page summary
of each case. It has to be noted, that the summaries in this book are based on the
long case descriptions and that they are summarised and edited by the 4QC
secretariat. The summaries in this book do not cover all information available of the
case. Full case descriptions are available at the 4QC website
www.4qconference.org. Further information of each case can also be reached by
contacting the contact person mentioned in every page after the case summary.
We hope that the experts participating in the 4QC find this book useful when
familiarizing themselves with the best practice cases. This book can be used as a
summary and information source of what type of best practice cases are presented
at the 4QC and later on, it serves as an archive of these cases including contact
information for each case.

STATISTICS OF THE BEST PRACTICE CASES


The number of Best Practice cases presented at the workshops of the 4th Quality
Conference for public administrations is 78.
These 78 cases come from 28 different countries and from the European
Commission.
When asked of the level from which the cases are
x 35 cases answered that they are from the state level
x 6 cases said that they represent federal level
x 14 cases are from regional level
x 20 cases informed that they are local level cases
x 3 cases represent the European Commission
When the Best Practice cases of the 4QC sent in information regarding their cases,
they were also asked to choose out of the following features which would be the
ones that best describe their particular case. The idea behind this exercise was to
give a very quick idea of what features are most typical to the cases. The fact that
the cases chose only one or two features does not mean that they wouldnt have had
work going on also in the other areas. They were just asked to choose the one that
best would describe their case.

The Features of the Best Practice cases


Committed leadership in translating vision into action
Strategic leadership for achieving the targets set
Developing and using the capacities and full potential of the personnel
Effective management of resources and partnerships
Developing and managing processes
The satisfaction of the customers and citizens
The involvement and satisfaction of personnel
Evidence-based performance improvements
Innovation and implementing change

per cent
5%
12 %
10 %
11 %
15 %
22 %
3%
3%
19 %

CONTENTS
AUSTRIA..................................................................................................................11
TQM at Wels-Land District Administration ...............................................................11
Reorganisation Project of the Austrian Finance Administration...............................12
Quality Management in the Austrian Labour Inspection ..........................................13
BELGIUM .................................................................................................................14
TQM with CAF and BSC, City of Ghent ...................................................................14
Students Satisfaction Assessment, Haute Ecole provinciale de Charleroi Universit du Travail ................................................................................................15
Core process of the Belgian Federal Agency for the Safety of the Food Chain ......16
BULGARIA ...............................................................................................................17
System for self-assessment of the administrative service delivery quality
management system................................................................................................17
CYPRUS ..................................................................................................................18
Quality Service Solution for Cyprus Electricity Authority..........................................18
Citizens Advice Bureau of Strovolos Municipality ....................................................19
The Quality System of the Dental Department of Cyprus ........................................20
CZECH REPUBLIC ..................................................................................................21
Electronic Service, Short Text Messages Scheme, Municipality of Chomutov .......21
Benchmarking of Municipalitiess Performance, Training Centre for Public
Administration...........................................................................................................22
Czech Approach to Rewarding Quality in Public Administration .............................23
DENMARK ...............................................................................................................24
Health in your own language, The Health Administration of the City of Copenhagen
..................................................................................................................................24
A customer orientation approach that resulted in reduction of the student drop-out
rate, SKT ..................................................................................................................25
Unconditional approach to citizens, Center for short breaks - Vejle County............26
ESTONIA..................................................................................................................27
National Land Information System Development, Estonian Land Board.................27
Towards remote e-voting, National Electoral Committee, .......................................28
Development of Modern Management Concepts in Enterprise Estonia ..................29
EUROPEAN COMMISSION ....................................................................................30
Improving the quality of EU legislation .....................................................................30
A strategy to strengthen administrative performance in the HR domain .................31
Enabling efficiency and transparency through information technology governance 32
FINLAND ..................................................................................................................33
Turku and Pori Military Province Headquarters .......................................................33
Helsinki City Library..................................................................................................34
Kainuu Brigade.........................................................................................................35
FRANCE...................................................................................................................36
Home care and assistance for family, Association Provenale d'Aide la Famille.36
Marianne Charter, Ministry of the Economy, Finance and Industry.........................37
Change of address, Ministry of the Economy, Finance and Industry ......................38
GERMANY ...............................................................................................................39
A digital link between business and statistics, Federal Statistical Office .................39
Changing business processes in the administration, The German Aerospace Centre
..................................................................................................................................40
Actively working for businesses, The District of Herford..........................................41
GREECE ..................................................................................................................42
Identifying organizational deficits and designing administrative improvements, The
case of Cardiac Surgery Unit, Evangelismos Hospital, Athens ...............................42
Standardized operational procedures and measuring customer satisfaction, The
Case of Athens Metro..............................................................................................43
Improving local social service through the application of EFQM, Municipality of Nea
Ionia Magnesias .......................................................................................................44

HUNGARY...............................................................................................................45
The application of the quality management system incorporating CAF, National
Employement Office................................................................................................. 45
System of on-line application management ............................................................. 46
4 for Quality, Best Practises Cases at the Hungarian Police, Szabolcs-SzatmrBereg County Police Headquartes........................................................................... 47
IRELAND.................................................................................................................. 48
Improving care around dying in hospitals, Irish Health Service, (Dublin/NorthEast)48
A sustainable approach to animal welfare, Irish Local Government (County Louth)
................................................................................................................................. 49
Quality management of prison food and training, Irish Prison Service,................... 50
ITALY ....................................................................................................................... 51
The social account of ASSB, Public agency for social services of the municipality of
Bolzano .................................................................................................................... 51
Jesolo Report - Social Reporting, Municipality of Jesolo......................................... 52
Development of Quality Systems in the Municipality of Milan ................................. 53
LATVIA ..................................................................................................................... 54
Latvian Environment, Geology and Meteorology Agency........................................ 54
Human resource management way to total quality, State Blood Donor Centre ... 55
State Social Insurance Agency ................................................................................ 56
LITHUANIA .............................................................................................................. 57
One-Stop-Shop, Vilnius City Municipal Government Administration ....................... 57
Implementation of the Integrated Model of the Health and Social Care, Panevezys
County Governor's Administration ........................................................................... 58
Adaptation of recreational objects in the forests for physically disabled needs,
Directorate General of State Forests under the Ministry of Environment ................ 59
LUXEMBOURG........................................................................................................ 60
Implementing a common project management methodology for IT projects in the
public sector, Service eLuxembourg........................................................................ 60
Geide MSS/Geide, Ministry of Social Security......................................................... 61
MALTA ..................................................................................................................... 62
The On-Line Renewal of Vehicle Licenses, Ministry for Industry, Investment and
Information Technology............................................................................................ 62
NETHERLANDS ...................................................................................................... 63
The Living Library..................................................................................................... 63
Digital Handwriting Recognition ............................................................................... 64
The Dutch Taxonomy Project .................................................................................. 65
NORWAY ................................................................................................................. 66
Altinn trade and industrys gateway to public services, Ministry of Trade and
Industry .................................................................................................................... 66
Good with people a quality project in the Regional Health and Social Service
Sector, The Norwegian Association of Local and Regional Authorities................... 67
Implementation of CAF in the Regional Offices for Welfare and Protection of
Children and Families, (Bufetat), Southern Norway ................................................ 68
POLAND .................................................................................................................. 69
Minimising errors in tax returns, Tax Office in Plonsk.............................................. 69
System of informing police for deaf and dumb persons, Municipal Police
Headquarters in Legnica .......................................................................................... 70
E-office for clients, Swietokrzyski voivodeship office in Kkielce .............................. 71
PORTUGAL ............................................................................................................. 72
Public Employment Marketplace, Directorate General for Public Administration .... 72
Public e-Procurement Program, Knowledge Society Agency.................................. 73
On the Spot Firm, UCMA - Office for Public Reform ............................................... 74
ROMANIA ................................................................................................................ 75
A modern tool for public administration in Romania, Ministry of Administration and
Interior ...................................................................................................................... 75

SLOVAK REPUBLIC................................................................................................76
Process Mapping, Ministry of Economy of the Slovak Republic..............................76
Experiences of the city of Martin at the ISO standards, model EFQM and CAF
model, City Hall of Martin .........................................................................................77
SLOVENIA ...............................................................................................................78
One stop shop - e-VEM, Ministry of Public Administration ......................................78
E-government and Pension Insurance, Pension Insurance Institute of Slovenia ....79
SPAIN.......................................................................................................................80
Vineyard register of La Rioja.- Use of new technologies .........................................80
The Cadastral Virtual Office, General Directorate of Cadaster................................81
Service Commitment to Citizens, Ajuntament d'Esplugues de Llobregat................82
SWEDEN..................................................................................................................83
Diversity as an asset, The County Administrative Board of Stockholm ...................83
City of Ume and the Swedish quality award for municipalities ..............................84
FAROS-Cooperation between the National Labour Market and the Social Insurance
Administration to help citizens return to work ..........................................................85
UNITED KINGDOM..................................................................................................86
Benefits Online, City of Edinburgh Council ..............................................................86
Greater Manchester Fire and Rescue Service - Changing Working Patterns .........87
The school at the centre of the community, Dyke House School ............................88

10

AUSTRIA
TQM at Wels-Land District Administration
The District Administration Authority of Wels-Land is an authority of sovereignty and
intervention administration. The contents of the official decisions are legally given
and are principally not negotiable with the customers; discretionary power is only
partly granted to the authority.
At the beginning of the Total Quality Management (TQM) project an investigation of
the present status was performed; its results, however, were not presented in terms
of quantity. Only afterwards, that is to say after conclusion of individual subprojects
and after an evaluation of the results of individual process analyses, different
measurement variables were comparable.
At present and above all, the duration of actions within selected ranges (trades -,
water -, forest and nature protection law) is measured on the basis of an electronic
procedure information system and compared region-wide with other district
administration authorities ("EVI" - Elektronisches Verfahrensinformationssystem).
A further measuring instrument is "CATS-ESS" (Cross Application Time System Employee Self Service), which likewise creates possibilities of comparison with other
regional administration authorities. This serves above all for the simplification and
rationalisation of procedures and the simplification of the accounting of travel
expenses; the data are entered directly by the employees. On the basis of these
results the quarterly ratios are evaluated and, among other things, consulted for a
comparison and a potential reduction of the cost per unit with a set of processes.
Furthermore, reports of the Independent Administrative Senate of the Land of Upper
Austria are evaluated and taken into consideration as a measurement variable
(decrease of redresses as a reference to a quality increase of decisions). The
evaluation of the individual results points out the strengths but also possibly existing
potentials of improvement, which are to be taken advantage of.
The most important lesson learnt
A substantial experience in the implementation of the project was the immense
importance to include both employees and executive managers in each phase as
extensively as possible. It has also been proved that in many cases an even
stronger integration of the employees would have been beneficial, in order to ensure
the transparency, but above all the identification of everyone with the project.

Contact information:
Dr. Josef Gruber
Bezirkshauptmannschaft Wels-Land
A - 4600 Wels, Herrengasse 8, Austria
www.bh-wels-land.gv.at
josef.gruber@ooe.gv.at or bh-wl.post@ooe.gv.at
Phone: +43 07242-618-300, 302

11

AUSTRIA
Reorganisation Project of the Austrian Finance Administration
The Ministry of Finance is one of the most traditional Ministries in Austria. As the
highest finance authority, the Ministry of Finance is the centre of financial and
economic policy for Austria. It is divided into a central Ministry and five subordinate
regional directorates which consist of 41 tax offices, 15 customs offices and 8 large
trader audit units. The total number of staff is around 12 000 people.
The reform of the tax administration was the biggest change process in the Austrian
Finance Administration and involved nearly 9000 employees. The objective of the
reform is not just structural reorganization but the reorganization of procedures,
functions, and above all, a new "Corporate Culture".
A special project team was created to empower instruments of New Public
Management within the Austrian Finance Administration. This team had two leaders,
who were responsible to the Minister of Finance only. Together with two external
consultants, the project team planned the whole change process including legal
regulations, size and structure of the organisation, human resources, infrastructure
and equipment. The core team included 10 persons, while the whole reform team
consisted of 25 members. For the implementation process, a group of 15 people
were trained and qualified as "future change agents". These change agents
accompanied the change process in each tax office. The project team finished its
work after the implementation of the reform. The change agents still provide support
upon request.
The most important lesson learnt
The opposition at the beginning of the project decreased as the reform continued. To
facilitate this process, open and wide-spread communication was essential. This
included a transparent process for appointing people to certain functions.
To demonstrate that the administration is more open, involvement of representatives
from all levels in the internal reform process is recommended. A close connection
between the implementing and the management levels ensures the continuous
assessment of the process which can enable a constant guiding of the process.
Finally, it has to be pointed out that the change of culture in an administration
requires long term planning and cannot be achieved within a short time-period.

Contact information:
Dr. Manfred Elmecker
Ministry of Finance
4010 Linz, Zollamtstrae 7, Austria
www.bmf.gv.at
Manfred.Elmecker@bmf.gv.at
Phone: +43 0 664/6211784

12

AUSTRIA
Quality Management in the Austrian Labour Inspection
Strategic steering is not an easy task for the Labour Inspection. 300 colleagues
working in field service enforce a high number of legal provisions which frequently
allow several interpretations. The number of companies is so high in relation to the
Labour Inspection staff that the careful definition of priorities is essential in order to
raise effectiveness and efficiency. The strategic objective of the project is to
continuously improve in the following four areas: customer orientation, efficiency,
effectiveness and staff qualification. It was specifically important that the entire
organisation embraces quality as a value, and that a comprehensive concept is laid
down in a manual that all staff members can apply in their fields of work.
The model of the European Foundation for Quality Management (EFQM) that we
used as the basis of our work builds on the fundamental principle that the quality of
results depends on the quality of leadership, personnel, strategy and planning,
resources and processes (the so-called enablers).
To guarantee success, the project management had to ensure that the process was
controlled with particular care. The concrete substance-related solutions, however,
had to be developed by the experts in the regional labour inspectorates in order to
ensure that they were in line with practical needs and would be accepted: top-down
process control and bottom-up development of solutions.
As a result of the quality-process three new fundamental management tools were
implemented: the framework strategy, the performance indicators and the annual
work plan. The framework strategy applying to Labour Inspection as a whole
describes the strategic position, the core services (i.e. external action fields) and
core competences (i.e. internal action fields) and lays down strategic objectives. It
serves for the orientation and definition of basic priorities within the entire
organisation.
A set of suitable performance indicators was developed. It also allows for the
strategic management of the labour inspectorates and a conclusive presentation of
the output achieved by means of the resources spent. Starting in 2006 thematic
priority actions is laid down in an annual work plan in co-operation with the regional
labour inspectorates.
The most important lesson learnt
It is important that the entire organisation embrace quality as a value and the
concrete substance-related solutions are developed by the experts in the
organisation in order to ensure that they are in line with practical needs and are
accepted.

Contact information:
Patricia Jenner
Federal Ministry for Labour, Labour Inspection
A-1040 Wien, Favoritenstrae 7, Austria
www.arbeitsinspektion.gv.at
patricia.jenner@bmwa.gv.at
Phone: +43 1 71100-6435

13

BELGIUM
TQM with CAF and BSC, City of Ghent
The city of Ghent is one of the key employers in the region. The organisation wishes
to provide citizens with a high-quality service, with satisfied employees, through
efficient procedures and processes with the means available. This objective can only
be pursued owing to the daily customer-oriented, efficient and result-oriented efforts
of all the employees. The provision of services is focused on various policies,
clustered into 13 departments.
The City Council determines the basic principles and policy guidelines. Priority is
given to determine the vision, mission, strategic and operational objectives within the
departments. Total Quality Management is stimulated, co-ordinated and supported
by the Office for Quality Care. A significant role is assigned to the 14 quality coordinators within the City of Ghent, performing an individual task within their specific
department or service. The overall task of the quality co-ordinators is to support the
heads of department as regards the application of Total Quality Management in their
department. In consultation with their management team, the heads of department
determine the implementation process of Total Quality Management within their
respective departments and they also define the priorities.
The policy document for Total Quality Management 2003-2006 is essential for the
results achieved. Consequently, a similar memorandum will be prepared for the next
policy period 2007-2012. Other critical successful factors for the implementation of
Total Quality Management were training with respect to quality care on every level of
the organisation, annual drafting and follow up of quality action plans and constant
learning process, using the expertise of external consultants and networks.
Afterwards, it will be possible to coach the internal quality projects on an
independent way. The quality care issue will be embedded in the corporate planning
process. Consequently, the entire organisation will pay attention to quality care.
The most important lesson learnt
Respect for the other departments of your organisation. Do not act as a godfather,
who enforces the execution of his decisions. Consider the rest of the organisation
consistently as your internal client.

Contact information:
Patrick van Hamme
City of Ghent
Botermarkt 1, B 9000 Gent, Belgium
www.gent.be
patrick.vanhamme@gent.be
Phone: +32 0 9 266 73 03

14

BELGIUM
Students Satisfaction Assessment, Haute Ecole provinciale de Charleroi Universit du Travail
The Haute Ecole Provinciale de Charleroi Universit du Travail (Provincial School
for Higher Education) offers proximity higher education and quality training courses
leading to certificates of Bachelors and Masters. It provides 29 training courses
organised in 6 departments. The HEPCUT trained 2,645 students in 2004-2005 and
its staff includes around 250 teachers, 6 Department Directors and one Director of
Education.
In order to assess students satisfaction with the school and their studies, a longterm procedure was set up (three years by three years), using a SEQuALS type of
method. The first objective was to raise the number of students, but the ultimate goal
was to create a real school culture based on a common will to reach quality
teaching, via continuous improvement and openness. First, key areas were defined
and after that the focus groups started working following SEQuALS steps. Then the
sub-groups created questionnaires administered to the first-year students on their
first day at our school but also questionnaires for potential students, those who
visited Open Doors Days, Education fairs, on the website, etc. Results from the
students questionnaires led to a plan-do-check-adapt behaviour.
The focus group either creates a full questionnaire or a series of focus questions to
be added to another questionnaire already made by another group. Thanks to that
system students are not overwhelmed by too many questionnaires. The assessment
also enjoys the help of further teachers who are ready to help without really being
involved in the quality approach. Those teachers namely pass on information and
help handing out and collecting questionnaires.
Examples of results are: satisfaction level with mobility, with ODD, with reception,
with enrolment, with our website, with placement preparation and follow up, with
study work and its follow up, and so on. All those results were compared on a threeyear basis. Simple comparison of results shows noticeable rising of satisfaction
levels for all expectations. Between the two investigations a series of suggestions
had been made that were taken into account.
The most important lesson learnt
The quality approach was truly a unifying effect of the institution. For the first time
since its creation in 1995, its staff could feel that they had some control on decisions
and improvements and it gave them an impression of belonging.

Contact information:
Christine Defoin
Haute Ecole provinciale de Charleroi - Universit du Travail
HEPCUT - Dpartement conomique, 2 Square Jules Hiernaux, B-6000 Charleroi,
Belgium
www.hepcut.be
christine.defoin@hainaut.be
Phone: +32 476 81 99 92

15

BELGIUM
Core process of the Belgian Federal Agency for the Safety of the Food
Chain
The mission of the Federal Agency for the Safety of the Food Chain (FASFC) is to
preserve the safety of the food chain and the quality of food to protect the health of
humans, animals and plants. The Agency was founded early in 2000. The dioxin
crisis of 1999 made the Belgian government decide to merge these distinct services
into one new Food Agency. The FASFC is not a Ministry but an autonomous
governmental organisation headed by a chief executive officer reporting directly to
the Minister of Public Health.
The first step towards the accomplishment of the core process was taken in 2002.
The new structure of the FASFC was laid down and the organisation scheme drawn
up while defining the core activities. In 2003 the first control programme and the first
control plan were drawn up. Given the poor ICT support, this was not an easy task.
Very soon, the original Excell tool was replaced by a web application. However, the
real test came in 2004 when the first control plan had to be implemented. In the first
months of the year, the introduction of the system was a very labour-intensive and
chaotic process, carried out under the strict supervision of the management. At the
moment, the cycle is operational and everyone is aware of the additional value of
good practices. Preparing controls has become much easier, each PCU head knows
his objectives and can organise work more effectively, management can react more
promptly and holds a stronger position in negotiations with stakeholders.
As for samplings some 98 % of the planned activities were carried out in 2005. As
for controls, 92 % of the planned controls were carried out. This result may be
explained by the fact that in some PCUs, more controls were carried out than initially
planned subsequent to the renewal of authorisations in the distributions sector. With
respect to samplings in 2005, the best results were obtained by the PCU of Hainaut,
with a rate of more than 112 % of the number of planned samplings. For controls,
the PCU of Lige, with a rate of nearly 172 %, obtained the best results. The fact
that more controls were carried out than the number planned is due to the fact that
extra controls were needed subsequent to the renewal of authorisations in the
distribution sector.
The most important lesson learnt
Realistic timing and planning are vital to such important changes. If you want to
achieve excellence you have to be ambitious - aim high enough since its natural for
the arrow to descend on its path. Management has to be able to motivate their
collaborators in the long-term. Introducing new working methods requires skilled
training for all levels of the organisation, management, middle management and the
people in the field.

Contact information:
Tom Vanoverschelde
Belgian Federal Agency for the Safety of the Food Chain (FASFC)
Simon Bolivarlaan 30 - 21ste verdieping, Belgium
www.favv.be
tom.vanoverschelde@favv.be
Phone +32 2 208 48 22

16

BULGARIA
System for self-assessment of the administrative service delivery
quality management system
The self-assessment system of the administrative service delivery is an Internetbased system, accessible for the individual administrations, for assessing the quality
of the services, and for measuring the results from the administrative service
delivery. Analysis of the process of administrative service delivery is made using the
self-assessment system, and the respective conclusions and recommendations for
improving the administrative services are formulated.
Following actions were taken during the process; Active and continuous
communication between the administrations and the coordinator, training of the civil
servants for operating the self-assessment system, determination of generic
principles to public service delivery in the context of the one-stop-shop and
continuous training of the civil servants, drafting of Client Charters. Creating
confidence in the administrations that their reports provoke real measures. Wide
publicity is given to the summarized data from the self-assessment system.
Complete information has been presented by a number of administrative structures
through the system. The administrative structures reporting through the selfassessment system had been improved considerably. One of the most important
indicators included in the system is the level of the development of the
administrations. The Client Charters are a part of the measures, which predetermine
the policy of development of the administrative service delivery in the different
structures.
The number of employees who do not use Internet has been reduced from 16%
during to 9%. The improvement of the information-communication provision in the
administrations has an effect on their capacity to provide electronic services. The
new form for self-assessment includes questions related to the Common
Assessment Framework of the public administrations in the European Union and
has been developed on the basis of the model of the European Foundation for
Quality Management.
The most important lesson learnt
The establishment of direct and continuous communication between the users of the
system is a major factor in achieving the main system goals. The system has to be
continuously developed and improved.

Contact information:
Lilia Ivanova
Ministry of State Administration and Administrative Reform
1, Dondukov Blvd., 1594 Sofia, Bulgaria
www.mdaar.government.bg
L.Ivanova@government.bg
Phone:+359 2 940 2112

17

CYPRUS
Quality Service Solution for Cyprus Electricity Authority
EAC is a semi-governmental electric utility organisation that employs approximately
2000 people. Its headquarters are in Nicosia, Cyprus. EACs main activities concern
the generation, transmission and distribution of electrical energy to the whole of
Cyprus. The Electricity Authority of Cyprus launched and implemented an initiative to
design and implement a continuous Improvement methodology for key Processes of
the Organisation.
The process leading to the success was planned by the Quality Assurance
department, utilising the following main tools and methods: Introduction of ISO9001:
2000 to specific Pilot Areas of the Organisation, identification and documentation of
all processes and key processes covering customer results, key performance results
and people results, establish process owners, establish performance indicators to
key processes, assign responsibilities of performance indicators to process owners
establish measurement system based on statistical process control (SPC), review
performance at monthly intervals, following the RADAR cycle of continuous
improvement, review target setting at yearly intervals, design IT systems to support
recording of information, introduction of various quality tools, such as flowcharts,
process flows, cause and effect diagrams, Pareto analysis, etc. in order to focus and
align the continuous improvement teams.
To quantify the aims of the project, certain indicators have been established and are
continuously measured. The measurement is done through the use of SPC
(Statistical Process Control) and the results are continuously monitored by the
Process Owners. Continuous improvement teams are then established to plan and
carry out the necessary improvement actions (following the RADAR cycle). Vital
statistics and outcomes have been measured under the areas concerned and results
before and following the implementation of the project compared.
The most important lesson learnt
This project shows that a semi governmental Organisation with very limited
experience in systems approach and target setting methodology can implement
management systems such as SO9001: 2000, and relative tools in order to help
improve the organization.

Contact information:

Andreas Ioannides
Electricity Authority of Cyprus
PO Box:24506, Nicosia, 1399 Cyprus
www.eac.com.cy/
aioannid@eac.com.cy
Phone: + 357 22201830

18

CYPRUS
Citizens Advice Bureau of Strovolos Municipality
The Municipality of Strovolos was founded in 1986 and is the second largest
Municipality in Cyprus with a population of about 70 000. The Municipal Service
consists of 76 employees and 142 workers. The Municipal Service is divided in
several Departments according to their different activities. Aiming at the best
possible service of the citizens and the facilitation of their contact with the
Municipality we proceeded in 1998 to the establishment of the Citizens Service
Bureau.
Through a software, the complaints and demands of the public are registered in a
special record and promoted electronically to the responsible Departments of the
Municipality for examination.
Into various pre-determined time frames, the Department responsible has an
obligation of examining the complaint and to act responsibly. In the cases of
rejecting a demand, a complete justified answer must be given to the complainer.
The Department must also inform the Citizens Service Bureau for the final result of
the complaint. At the end of each year, the Citizens Service Bureau prepares and
submits to the General Management an annual report, which includes a numerical
and statistical analysis of the complaints of the year, neglections and delays,
ascertainments about the function of the institution as well as suggestions and
proposals about ways of proccesing and resolving problems. The responsibility of
implementing any decision-making is of the Citizens Service Bureau which prepares
and submits a report to the Mayor who calls for a new meeting if this is considered to
be necessary.
Strovolos municipality managed to reduce in total number the complaints that are
submitted per year, to reduce the time necessary to examine the complaints and as
a consequence the time to respond to the citizens and reduce the time required to
transfer the complaints to the relevant Departments/people that will examine them.
The citizens satisfaction regarding the information provided to them on the
examination of their complaints increased, their satisfaction regarding the time
necessary to solve their problems increased and their satisfaction regarding the
processing/solution of their problems increased.
The most important lesson learnt
It can be recalled that there was a strong determination on the part of the Mayor to
seek the best way to serve the citizens of Strovolos without having them hunged up
in his office or in any of the Municipalitys Managers offices begging for things that
are within the citizens rights to receive. It is also worth noticing that the resistance to
the change is impersonal, but is always initiated by certain persons who have to be
identified and disarmed without forcing them to an opposing side.

Contact information:
Andreas Lambrou
Strovolos Municipality
PO Box: 28403, Strovolos, 2094 Cyprus
www.strovolos.org.cy
alambrou@strovolos.org.cy
Phone: + 357 22470303

19

CYPRUS
The Quality System of the Dental Department of Cyprus
Oral health care in Cyprus is provided by dentists and dental auxiliaries employed by
the government (Dental Services of the Ministry of Health) and by private (nongovernmental) dentists and dental auxiliaries financed by payments by patients or a
source other than the government. Dental Department of the New Nicosia General
Hospital belongs to the Dental Services of the Ministry of Health.
Since the establishment of the Dental Services there have not been any written
documents stating that a specific operational policy or specific clinical or
administrative protocols should be followed by the dental, paradental or supporting
staff of the Department. Due to the implementation of CAF the need for developing
such policies and protocols arose.
The implementation of the process was planned by the Ministry of Health and
steered by consultants. In charge of the case was the Director of the Dental Services
of the Ministry of Health. The Ministry of Health supported the case. Two dentists
and a dental assistant (from the Dental Services) were assigned to coordinate the
initiative. The personnel of the Dental Services were engaged in the initiative through
departmental meetings and individual written engagement. The personnel engaged
with the task used dentistry books and electronic databases-libraries to formulate the
protocols (evidence-based dentistry).
The Dental department is committed to developing and sustaining high quality
standards of oral care based on the principles of quality management. It believes
that in doing so the department will increase its operational efficiency and financial
effectiveness and promote the development of clear and concise processes, clinical
guidelines and patient information which will be measurable and guarantee the
continuous promotion of a safe environment for patients and staff.
The most important lesson learnt
The department believes all patients managed within the Dental Services will receive
professional dental care from experienced and highly motivated staff who will design
the care provided, where possible, to meet each individual patient need (research
and evidence based clinical care). The development of protocols will contribute to
the effort of the Ministry of Health of Cyprus to offer upgraded dental care to the
public.
Contact information:
Persefoni Lambrou Christodoulou
Dental Services Ministry of Health
Dental ServicesGeneral Hospital, 1450 Nicosia, Cyprus
www.moh.gov.cy/moh/moh.nsf/dental_gr/dental_gr?OpenDocument
plambrou@ds.moh.gov.cy
Phone: + 357 22301811

20

CZECH REPUBLIC
Electronic Service, Short Text Messages Scheme, Municipality of
Chomutov
There are approximately 51 500 inhabitants in the municipality of Chomutov and
86 300 inhabitants in the whole region. The charge and the goals of our municipal
office are stated in Office Mission Statement. The four key processes are to provide
services for residents and stakeholders, to provide human resources and
educational policies, to work in cooperation with strategic partners and guarantee
transparent policy-making and office culture.
In order to increase the productivity of the departments, available managerial tools,
namely theory of constraints and management by objectives were utilized. Short
Text Messages Scheme includes three basic electronic services, such as
Scheduling of appointments for residents using short text messages, Feedback
Advisement Service and SMS-Infocenter.
The two main incentives behind the decision to introduce e-services in the
municipality were completion of a series of reforms in the public administration
sector and preparation of Chomutov Municipality for the entrance of the Czech
Republic into the European Union.
The launch was preceded by a massive advertising campaign. The directions for
using the e-service were provided on the town web pages and repeatedly in
Chomutov Newspaper (delivered to each household free of charge). In addition,
local newspapers reported on the planned introduction of the service and the office
also held a press conference. Furthermore, the event was covered by two regional
televisions and even the national TV helped promote Concept SMS.
Once the e-service was introduced queues became a thing of the past. The clients
started to use SMS and later email to make their appointments. If the clients were
already at the office, they could make their appointments through an information
service counter located on the premises. The main task was to both provide the
necessary information for clients and prevent long lines from forming at the offices.
Since the staff were already experienced in using e-service, they could efficiently
inform the residents when to pick up their new documents.
The most important lesson learnt
The public administration sector can greatly benefit from implementing some
common business managerial tools and indeed the efforts stemmed from the
awareness of the rivalry that exists even among public administrative bodies. The
business sector is already embracing the new concept of Coopetition (cooperation +
competition, meaning linking cooperation and competition together) and the
administrative sector should not stay behind.

Contact information:
Bedrich Rathousky
Municipality of Chomutov
Zborovska 4602, 430 28 Chomutov, Czech Republic
www.chomutov-mesto.cz
b.rathousky@chomutov-mesto.cz
Phone: +420 474 637 270

21

CZECH REPUBLIC
Benchmarking of Municipalitiess Performance, Training Centre for
Public Administration
Training centre for Public Administration of the Czech Republic (FALA) is an NGO
and it was established in 1991. Its mission is to provide training for local and regional
authorities staff and elected representatives of local and regional government in
order to implement and reinforce sound, sustainable and democratic approaches
and good methods of governance. FALA delivers training and related services from
its headquarters in Prague and 11 regional branches all over the Czech Republic. Its
training programmes are accredited by the Ministry of Interior and Ministry of
Education, Youth and Physical Training.
Beside its core business, FALA also carries out projects for and in cooperation with
employees of municipalities and regions. In order to bring the services closer to
citizens, in 2003, within the Czech public administration reform, district authorities
were abolished; their tasks were taken over by 205 selected municipalities. In the
Project of FALA 48 cities were involved. 30 areas of mostly delegated state
administration tasks were measured and compared. 392 input data were defined as
well as 647 relative indicators measuring the performance.
Benchmarking Initiative stems from the needs of the municipalities; already during
the above mentioned project, the representatives of municipalities themselves
selected the areas of benchmarking as they found it useful to measure the
performance in "newly" delegated state administration powers. As the method
proved to give the managers of municipalities data, indicators, comparison that can
be used as background information in planning, evaluation and decision making
process, they decided to continue; the scope of areas for benchmarking has been
enlarged. But what is even more important and more useful is they can meet,
compare their approaches, present their experiences and best practices and learn
from each other.
The project has become sustainable. Number of members involved in benchmarking
has increased. Benchmarking services are growing and benchmarking as a method
has been enlarged to other branches of Czech public administration.
The most important lesson learnt
Benchmarking is not only a very good tool to increase the performance effectiveness
but also to include its results as a source of information and a tool for planning,
evaluation and decision-making.

Contact information:
Jana Voldanova
FALA Training Centre for Public Administration of the Czech Republic, Vitkova 10/241,
186 00 Praha 8, Czech Republic
www.vcvscr.cz
voldanova@vcvcr.cz
Phone: +420 222 316 878

22

CZECH REPUBLIC
Czech Approach to Rewarding Quality in Public Administration
Ministry of Interior of the Czech Republic is a central institution in charge of
management, supervision and control of territorial public administration in the Czech
Republic. This project concerns appraisal of local authorities under the condition of
demonstrable outcomes achieved during implementation of modern managerial
techniques within the authorities of territorial public administration. The awards of
Ministry of Interior of the Czech Republic for quality and innovation in territorial public
administration are new type of awards which should reward effort of improving
efficiency and quality of organisations of territorial public management and help to
introduce sharing of good practice.
The main idea was to widen this award for public administration and supplement the
award for lower grades, which would motivate wide scale of public administration
offices. Due to different ideas of all involved it was not possible to unite all type of
award under an umbrella price of National Award. For these reasons ministerial
system of quality awards for quality and innovation for territorial public administration
was established.
Competition was organized for three types of awards of Ministry of Interior in the
Czech Republic for quality and innovation in territorial public administration. First
award is an award for an Organisation Improving Quality in Public Administration,
whose purpose is to recognise effort for improvement of the quality achieved by the
organisation. The award is bestowed for demonstrable improvement of work of
organisation in the assessed year and the first though modest results. Second award
is an award of Organisation of Good Public Service. The purpose of this award is to
recognise an effort of maintaining good quality of public services by the organisation,
which entered the competition. The third type of award is Award for Innovation of
Ministry of Interior in the Territorial Public Administration. Its purpose is to recognise
new non-traditional ideas and solutions, which would support activities of the
municipal administration and would improve productivity. They can become the
examples of good practices and they are inspiration for other organisations.
The most important lesson learnt
It is necessary to set simple and understandable rules for the competition and award
bestowment. It is important carefully to prepare external evaluators for their work. It
is important to make the award attractive, for instance through prise giving ceremony
linked with National Conferences and suitable publicity given to the winners.

Contact information:
Tomas Zmeskal or Pavel Kajml
Ministry of the Interior of the Czech Republic
Namesti Hrdinu 3, CZ-140 21 Prague 4, Czech Republic
www.mvcr.cz/
pkajml@mvcr.cz
Phone: +420 974 816 276

23

DENMARK
Health in your own language, The Health Administration of the City of
Copenhagen
This case is based in the Municipality of Copenhagen, Denmark. The implementing
agency is The Public Health Office of Copenhagen Health Administration. In 2001
the politicians in Copenhagen agreed upon a plan of action in order to improve the
general health of ethnic minorities. It contained three strategic priorities:
1. Increasing the level of knowledge of the health status among different minority
groups,
2. Develop targeted services to ethnic minorities within the field of smoking, nutrition
and physical exercise in collaboration with the target group and,
3. Include the target group in developing a policy on ethnic minorities and public
health.
The project comprised five phases all to be covered within the time frame of 14
months. The planning process took 2 3 months. The second phase was the
recruitment phase, which is crucial when using the peer education method because
success depends very much on recruiting health educators who fulfil a range of
demands, both professional and personal. The education of the candidates
constituted the third phase. After finishing the education the emphasis of the fourth
phase was engaging the health educators in health education among the target
group. The fifth phase has been evaluation. An external evaluation has being carried
out by an external evaluator with a background in Anthropology.
Maintenance of the health educators as part of the corps is generally a key
challenge in peer education projects. On this point the project seems successful
after one year. Apart from one candidate who dropped out before the education
began all 24 candidates finished the education. From 1st of January to 1st of April the
health educators have been carrying out 47 seminars with an average of 12
attendants. This is higher than expected. Over all the response from the settings,
which the health educators have visited, has been very positive with a few
exceptions.
The most important lesson learnt
After the graduation of the educators the challenge has been to build up an effective
incentive structure. It has been done through paying the health educators for their
jobs and for marketing the services.

Contact information:
Astrid Blom
The Public Health Office, The Health Administration of the City of Copenhagen
Sjllandsgade 40, DK-2200 Copenhagen, Denmark
www.folkesundhed.dk
astrid.blom@suf.kk.dk
Phone: +45 35 30 45 27

24

DENMARK
A customer orientation approach that resulted in reduction of the
student drop-out rate, SKT
The School for Dental Assistant, Hygienists and Clinical Technicians (SKT),
Denmark has been working systematically with quality improvements since 1994.
The EFQM Business Excellence Model was adapted in 1999. SKT is a small unit
affiliated to Aarhus University with about 300 students present at any given point in
time and staff of about 58 full time equivalents.
At SKT variety of output data is monitored. Over a short period of time the student
drop-out rate at one of educations had suddenly increased to 40%. The
management found this figure totally unacceptable.
Based on the task force analysis many initiatives were carried out in response to the
demands revealed. Over the time present students have been increasingly involved
in the identification and development of the changes.
Positive results derived from at multitude of changes in processes and attitudes.
During two years time SKT was able to reduce student drop-out rate from 40% to
17% and this has subsequently been stable over the period of time now. The
dropout rate is extremely low compared with similar educations in Denmark. This
result has been achieved at a time when the students results at the exams with
external assessment have been unchanged and the students satisfaction
measurements have increased in the surveys.
The most important lesson learnt
The analysis done during this project revealed that reasons for student drop-out can
be very different and diverse. As a consequence the task force concluded that
solutions to prevent and solve drop-out should, therefore, be equally different and
diverse. In many cases individual considerations and solutions have to be made.

Contact information:
Bo Danielsen
The School for Dental Assistant, Hygienists and Clinical Technicians SKT, Vennelyst
Boulevard 9, DK-8000 Aarhus C, Denmark
www.skt.au.dk
bdaniel@skt.au.dk
Phone: +45 8942 4203

25

DENMARK
Unconditional approach to citizens, Center for short breaks - Vejle County
Denmark has a relatively large public sector that strives a great deal to help citizens
in need of short breaks. This is reflected by a large selection of offers financed by
public funding with the aim of supporting citizens and families who, in one way or
another, have difficulty taking care of themselves in the society that they are a part
of. CFA (Centre for Holidays and Respite care) is Vejle County's way of offering
support services and short term respite care for all disabled children and adults who
live with their parents and have functional abilities that are permanently reduced
either physically or mentally.
Three essential factors have helped the projects become a success. One essential
factor has been the desire to do it in a different and significantly better way than was
the case at the original Centre. Furthermore, an essential factor has been a good
contact with the parents and especially attention to their remarks and requests not
in order to make them a part of the already existing daily routine but to make them a
source of inspiration for change.
For each project it has been essential to ensure that it is communicated to and
understood by the entire organisation in order for all the employees to follow the
process from the original idea to its application. This has implied a need for a basic
staff training and therefore a systematic approach has been taken in that a common
training has been provided in connection to each project.This concerns the tools to
use as well as the foundation of the projects so that all employees understand the
practical way of completing them as well as their essential background
The use of the Centre and its occupancy level has risen remarkably up to the
present day from approximately 50 % to 105 %. Another result is presented by the
fact that the parent's demand for residential respite care at the other institutions for
disabled children in the county has changed dramatically.
The most important lesson learnt
Quality development at CFA is best described as a general development of the
entire way of working at CFA. This development has taken place by, on the one
hand, concentrating on keeping focus on the clients and the families and, on the
other hand, a number of large development projects.

Contact information:
Kirsten Bundgaard Nielsen
Center for short breaks - Vejle County
Bygden 24; dk-7100 Vejle, Denmark
www.vejleamt.dk
kib@cfa.vejleamt.dk
Phone: +45 75 83 34 44

26

ESTONIA
National Land Information System Development, Estonian Land Board
The Estonian Land Board (ELB) is responsible for the maintenance of the Land
Cadastre, co-ordination and execution of land reform, co-ordination of the activities
in the field of land consolidation, land assessment, geodesy, cartography and
geographical information. ELB is a public body implementing national land policy and
providing the community with geospatial data.
ELB is responsible for developing the Estonian National Land Information System
(LIS) that forms a foundation to the Estonian National Spatial Data Infrastructure. LIS
provides powerful features to collect spatial data, ensure data quality, distribute data
in the interests of all groups of the society.
The Land Boards specialists prepared specifications as accurate as possible and
the priorities and needs were repeatedly evaluated. Software analysis, design and
implementation works were purchased via public procurement procedure. The
software development project was carried out as a unified process that was followed
both by the contractor and the supplier. The evaluation of results was performed
mainly internally, first of all by the ELBs managerial staff but also on the Ministry
level on the basis of corresponding reports and statistics. In order to improve quality
management, the results were constantly evaluated also by project and theme
Managers.
The best indicator to measure the results of development and implementation of CIS
was the shortening of time needed for registering parcels in the cadastre by several
times. The growing awareness of users, wider use of the Internet as well as
continuously added data and functionalities to the service were results that could be
seen. The best indicator for evaluating the provision of free tools for spatial data
management for public sector organisations is the number of public sector bodies
being in co-operation with ELB, and there is also a trend that co-operation is
evolving becoming more and more deeper.
The most important lesson learnt
Innovative, professional and capable persons are the key to success and they are
most valuable assets and hardest to get.

Contact information:
Kristian Teiter
Estonian Land Board
Mustamae tee 51, Tallinn, Estonia
http://www.maaamet.ee
Kristian.Teiter@maaamet.ee
Phone: +372 6 650 652

27

ESTONIA
Towards remote e-voting, National Electoral Committee
National Electoral Committee is the highest electoral body in Estonia that conducts
elections, verifies election results, exercises supervision over other electoral
committees and resolves complaints. Internet voting was used in Estonia during the
October 2005 municipal elections and it followed all the principles characteristic of
traditional voting but did not replace the traditional methods. ID cards were used for
voter authentication. Internet voting took place during advance polls from sixth to
fourth day before Election Day.
For secure elections and other secure citizen-to-government transactions, citizens
must have some form of identification that preserves privacy. Estonia has
implemented ID card as the primary document for identifying its citizens and alien
residents living within the country. The widespread use of national ID card was vital
for starting the Internet voting project.
In Estonia government has centralised all main national registers. For many years
the centralised National Population Register has served as a database of eligible
voters. At the beginning of the project National Electoral Committee involved as
many specialists in the field of IT and its security as possible to elaborate a
commonly acceptable approach and thereby to raise public trust in Internet voting.
Thanks to following the concept that public sector IT systems must function as a
whole, the government economised financial resources.
The new additional voting method did not increase the turnout at once, but despite
the relatively low percentage of e-voters, the experiment is to be considered
successful all systems and procedures worked and there were no security
problems. Voters who decided to vote electronically preferred the new voting method
mostly because of its convenience. Internet voting was chosen over voting at polling
station because of trust in e-voting and sufficient computer knowledge.
The most important lesson learnt
Accessibility has improved and voting is made more convenient. Existence of a
reliable and secure authentication system is vital and raises public trust in egovernment solutions, together with transparency of the whole election process.
Good cooperation between different parties, public or private, is crucial to launch a
successful project, and a common approach has to be found.

Contact information:
Epp Maaten
National Electoral Committee,
Lossi plats, 1a, 15165 Tallinn, Estonia
www.vvk.ee/engindex.html
val@riigikogu.ee
Phone: +372 631 6548

28

ESTONIA
Development of Modern Management Concepts in Enterprise Estonia
Enterprise Estonia (EE) aims at promoting the competitiveness of the Estonian
entrepreneurial environment and Estonian businesses, thereby increasing
prosperity. EE offers the companies and research institutions, universities, and
public and third sectors financing products, advisory services, cooperation
opportunities, and training.
EEs key processes are based on the strategy and objectives set by using the
balanced scorecard method. Det Norske Veritas, an international certifying company
confirmed that EEs quality system was in compliance with the requirements of the
ISO 9001: 2000 standard. EE has also decided to implement regular selfassessment, adopting the model of the Estonian Business Excellence Award, which
is based on EFQM model.
The principle behind all the management models introduced in EE - e.g. balanced
scorecard, ISO 9001:2000, the model of Business Excellence - is that the results of
activities are measured and followed by adjustments. The management system is
monitored, developed, and improved with the help of management reviews, the
system of non-compliances, internal and external quality audits and subsequent
improvement efforts, and improvements based on the findings of personnel surveys.
Results so far include: customer results; people results; development activities;
diminished duplication; results of self-assessment and submission document - as a
management tool, handbook for newcomers and old members. A task initiated by
the EE management has actively promoted the management quality in Estonian
companies by running the Business Excellence Award Competition and
implementing a quality programme for tourism companies. Companies can also
benchmark themselves through the Entrepreneurship Award competition; the
environment label is awarded through the Green Key programme.
The most important lesson learnt
Involvement of people (trainings, teamwork etc) is the most important; commitment
of top-management and all leaders is crucial; planning of process: plan more time
and other resources for development activities; keep promises and demand it also
from the others, give regular feedback; keep things as simple as possible; use
improvement cycle in everyday work, especially in management quality.

Contact information:
Sigrid Vestmann
Enterprise Estonia
Liivalaia 13/15, Tallinn, Estonia,
www.eas.ee
sigrid.vestmann@eas.ee
Phone: +372 6 279 764

29

EUROPEAN COMMISSION
Improving the quality of EU legislation
(Text from the Short case description)
Better regulation means meeting the challenge of introducing new policies and
mechanisms to simplify and improve the regulatory environment in the EU and to
optimise the effect of this on competitiveness, growth and sustainable development
in contribution to achieving the Lisbon objectives. The case presentation from the
European Commission will review the policies and progress made and it will identify
the main frontlines for the short to medium future.

Contact information:
Lars Mitek
European Commission, Rue de La Loi 200, 1049 Brussels, Belgium
www.europa.eu.int
Lars.Mitek-Pedersen@cec.eu.int
Phone: +32 2 295.49.24

30

EUROPEAN COMMISSION
A strategy to strengthen administrative performance in the HR domain
DG ADMIN has defined a comprehensive evaluation programme ensuring external
expert review of all key HRM policy areas within a fixed time-frame. The evaluation
programme provides a continuous flux of evidence based assessments and
recommendations, on how the various aspects of HRM can be improved. The
programme provides a continuous impetus for improvements.
The Communication on simplification was initiated by Vice-President Mr. Siim Kallas
and drafted by DG ADMIN. The objectives of the simplification agenda were
primarily formulated internally in DG ADMIN, in line with with Vice-Presidents Mr.
Siim Kallas' orientations. DGs were asked to provide input to the Communication,
which was revised accordingly.
Staff will during April and May provide specific suggestions on how procedures can
be improved and how services and activities in the HR domain can be simplified.
The task-force established in May will subsequently coordinate the analysis of staff's
input in addition to input provided by the annual staff opinion survey. A number of
operational working groups for each key activity have been established composed of
staff from the task-force.
The task-force on simplification has already received between 400-500 suggestions
on how the HRM-procedures can be improved and simplified. The amount of input is
an indication that staff approves and appreciates the simplification initiative.
The long-term effect of the simplification agenda should result in higher staff
satisfaction with services rendered by DG ADMIN and the administrative Offices, in
addition to improved levels of workplace satisfaction, due to less time spend on less
rewarding work.
The most important lesson learnt
It is not at this point possible to evaluate lessons learned.

Contact information:
Daniele Dotto
European Commission, SC11 8/45, B1049, Brussels, Belgium
http://europa.eu.int/comm/dgs/personnel_administration/index_en.htm
Daniele.dotto@cec.eu.int
Phone: +32 2 2962701

31

EUROPEAN COMMISSION
Enabling efficiency and transparency through information technology
governance
The Commission decision on the improvement of IT governance relies conceptually
on three processes:
a) Strategy and portfolio management
- In order to be in position to control the existing portfolio of systems and their
evolution, system and project portfolio management processes have been
implemented.
b) Common methods for the project management and development of information
systems
- In order to improve the quality and predictability of the development of information
systems, as well as the mobility of IT staff among DGs and the exchange of best
practices between them, the principle of the adoption by all services of a common
methodology has been agreed.
c) Definition of an enterprise architecture
- The enterprise architecture describes who does what, when, why, how, using what
means. The need for gradually building this knowledge has been agreed. The
Commission IT architecture framework has been developed and agreed in 2005.
The quality and quantity of information on systems and projects around the
organisation has increased dramatically over 2005. Even this is still away from
perfection, in this position it is possible to make some analysis of the portfolio and
produce advice. In 2005 the overlap areas between DGs could already be identified
and activity to remove this redundancy generated. In 2006 with the improved
information available it will be possible to further develop analysis and rationalisation
capability.
The most important lesson learnt
A typical change management process has been experienced.

Contact information:
Theodoros Vassiliadis
European Commission DIGIT B2- B1049 Brussels, BELGIUM
http://europa.eu.int/comm/index_en.htm
theodoros.vassiliadis@cec.eu.int
Phone: +32 2 296 17 39

32

FINLAND
Turku and Pori Military Province Headquarters
The Commander of the Military Province of Turku and Pori directs the military
activities of the Province and preparations for disturbances and exceptional
circumstances under the Commander of the Western Command. The Headquarters
are the supervising staff of the Military Province's Commander and a local
administration authority subordinate to the Western Command Headquarters. The
Management Team of Turku and Pori Military Province comprises the Commander,
Chief of Staff and heads of divisions.
In the Headquarters management is based on a balanced operating model
developed by the staff. A balanced set of indicators is used to monitor this. The
operations are guided by jointly defined values and the operating principle annually
determined by the Commander. The success factors of the Headquarters defined by
the Management Team are: a clear vision, skilled and competent staff who are
willing to serve, innovativeness, versatility of the operating environment and
reservists who are determined to defend the country. Goal-orientation, customerorientation, consistency of activities, development of the staff and partnerships as
well as social responsibility have been reflected in the activities more clearly than
ever.
Self-assessment is part of the management system, which is based on the EFQM
criteria. The implementation of this assessment is developed annually to better serve
the development of activities. The use of external assessors has supported the
systematic development efforts and enabled to highlight strengths and targets for
improvement objectively. In Management Team assessments, the actual activities
were compared with excellence.
The systematic, long-term joint efforts of the Commander and the Management
Team towards set goals. Openness in the management process and listening to the
wishes of the personnel has been the most significant factors in the long process of
reaching the vision.
Winning the Quality Award contest of the Defence Forces was a clear objective,
which was reached.
The most important lesson learnt
Relentless efforts will be rewarded, and quality management tools can be used to
make the operating methods of the organisation more efficient and increase their
quality. The example of the Commander and the Managers and long-term efforts
together with an open management culture yield good results. The principles of indepth management do work.

Contact information:
Marko Haikkola
Turku and Pori Military Province Headquarters
P.O. Box 1, 20521 Turku, Finland
http://www.mil.fi/yhteystiedot/lmpa_en.dsp
marko.haikkola@mil.fi
Phone: +358 2 1812 2111

33

FINLAND
Helsinki City Library
Helsinki City Library is a public library consisting of 50 service units and covering the
entire city. 85 per cent of almost 500 employees are in customer service. They have
been comprehensively developing their activities for 15 years. A particular challenge
has been to develop online services alongside the physical network of libraries. In
Helsinki the library has been among the first to apply management by results, value
discussions, the principles of EFQM and strategy work.
The librarys senior management and Management Group have set the targets and
schedules for bonus system introduced 10 years ago. The organisation is
constructed in a manner, which allows employees to participate in preparation and
brainstorming through various groups promoting development and improvement.
Customer satisfaction is regularly measured with a customer survey once every two
years.
The librarys development work has progressed step by step via management by
results towards strategic management. The Balanced Scorecard was adopted as a
strategic management tool in 2001. After winning the City Mayors Quality Award the
library continued towards further development of their strategy.
The internal perspective involves continuous process improvement. The librarys
core processes collections management, circulation control and information
service have a key role in the internal perspective. Employee involvement has
been achieved through continuous training and access to participation.
The activities are evaluated at different levels. The Balanced Scorecard, annual key
result areas and performance bonus system are indicators of progress made
towards the objectives. Employee-manager development discussions and
management reviews of units have become established practice. Quality selfassessments have taken place at unit level as well across the entire organisation.
Productivity has grown by 10 per cent. Efficiency is increased by developing selfservice and automated systems as well as online services. Accessibility of library
services is measured on the basis of opening hours. The libraries are actually used
by almost 80 per cent of the local population. Employee development and wellbeing
are measured on a regular basis. The results improved year-on-year in every area.
Particular improvement was seen in the functioning and management of the
workplace communities.
The most important lesson learnt
Dynamic management, extensive employee participation and networking are the
most important means of achieving excellent results.

Contact information:
Marja-Liisa Komulainen
City of Helsinki,
P.O. Box 4100, 00099 City of Helsinki, Finland
www.lib.hel.fi
marja-liisa.komulainen@hel.fi
Phone: +358 50 4025 806

34

FINLAND
Kainuu Brigade
The Kainuu Brigade the Northern Readiness Unit trains conscripts and
reservists, places them in ordered troops, and equips the troops with available
armaments. The most important product, the troop thus produced and maintained, is
the readiness brigade, the Kainuu Jaeger Brigade (Kainuun Jkriprikaati). The
brigade includes the headquarters, five detachments, five service departments, and
the Kainuu Military Band.
Commitment to constant improvement is one of the brigades key values. Effective
and thorough self-assessment and the improvement process form one of the
success factors. Every work unit has a trained quality supervisor. The assessment,
carried out annually within each work unit, covers each assessment area and item in
relation to the task of the work unit. This process utilizes assessment criteria based
on the Finnish Quality Award Model (Malcolm Baldridge) and EFQM.
The brigades first merit-pay rules were devised in 2000. The rules also took quality
management and other improvements of operations into consideration. Each year,
the rules have improved, and they have led to good feedback. Trained staff is
responsible for the maintenance and development of quality management.
The effectiveness of process work is manifested as improvement in the internal cooperation processes. The results present the satisfaction of the most important
customers of the management, i.e. the subordinates, with the management
approach of the supervisors. The management carried out by the supervisors has
improved over 2001 ratings in every area considered. Weaknesses and strengths of
managerial activities are covered thoroughly in the self-assessment.
The result shows the strong commitment of the brigade staff to improving operations
through the self-assessment and improvement process. The goal of the brigade is
that at least 70% of the staff takes part in the self-assessment events. The goal for
supervisors' participation is 100%, which has been reached almost every year. The
majority of the merit-pay units have systematically improved their processes and
products.
The most important lesson learnt
The management group must be trained. They must first integrate quality tools into
their own work and then engage the middle management through their example.
Middle management members, in turn, engage those under them. Training is used
for enabling the staff to commit to the improvement of operations, and this also
creates an atmosphere of improvement throughout the organization.

Contact information:
Jari Psinniemi
Kainuu Brigade
Kajaani, 87300, Finland
www.mil.fi/kaipr
jari.paasinniemi@mil.fi
Phone: +358 8 181 6016

35

FRANCE
Home care and assistance for family, Association Provenale d'Aide
la Famille
The Provenal Family Assistance Association is the first assistance and domiciliary
care association in France to be the holder of a quality certificate for its assistance
and homecare activities. The Provenal Family Assistance Association was created
in 1949. Since it was created its mission has been to assist people in difficulty. It
fulfils this mission with a team of 180 employees and 3 departments.
The social and medico-social sector, and particularly domiciliary care, suffers from
an unflattering image in terms of performance and efficiency. Even today it is often
seen as a complicated and slow administrative area, covered by a team of
volunteers who have no suitable training. Although it is true that the absence of
publicised competition in the associative sector does not necessarily call into
question all of its actors, the world of protection and social action, of health, of
welfare and homecare attracts many volunteers, who are determined to improve the
system already in place.
Introducing a quality process means that one of the main objectives of the
associative project can be fulfilled more effectively: namely assistance for people in
difficulties, preserving their equilibrium and that of their family while rigorously
respecting the persons freedom of choice. This project is also an opportunity for
improving and demonstrating the professionalism with which services are provided
to each of clients.
The quality process is a participative process which requires the involvement of
many actors. During its implementation, the elements of the process were broken
down into stages. Monitoring these stages has enabled to structure the process and
to obtain significant results.
The most important lesson learnt
The most important lesson is that even a local association with its own human and
financial resources can successfully carry out a quality process, set up a quality
system and participate in the improvement and professionalisation of its sector of
activity.

Contact information:
Vanessa Bekali
Association Provenale d'Aide la Famille APAF
393, avenue du Prado 13008 Marseille, France
www.apaf.asso.fr
vanessa.bekali@apaf.asso.fr
Phone: +33 4 91 32 02 30

36

FRANCE
Marianne Charter, Ministry of the Economy, Finance and Industry
The decision was reached in 2003 to set up a charter on reception for application in
all State departments and agencies, known as the Marianne Charter. The Marianne
Charter is a generic framework of commitments structured under 5 headings: easier
access to our services, attentive, courteous reception, an understandable reply to
your demands in a timely manner, an answer to your complaints, listening to you for
progress. The aim is learning to be reliable, which may take modesty in the
beginning, before becoming ambitious.
The Marianne Charter drew on successful past experience for inspiration, more to
unite such efforts than to replace them. An adaptable generic framework was chosen
as the means to reconcile the will to create a general movement with the possibility
for each department or agency to make practical, realistic commitments. The
operation is carried out under the supervision of a steering committee which includes
ministerial representatives and is run by State reform departments, production of
methodological resources and periodic communication with departmental project
managers undeniably helped ensure the project's success, as signs of determination
at central level to provide support and make sure the actors are not left to face the
problem alone.
Given the scope of the issue, the "Marianne" programme is a good illustration of the
need to strike a balance between ambition and realism in objectives, between the
policy-making phase and effective management of change and between
standardisation of references and adaptability to real-world situations. It also
demonstrates the need for organisers and leaders to assume a position of
consensus builders, listeners and teachers. Without claiming to reach solutions that
are fully satisfactory to all concerned, they must engage in dialogue to give everyone
the sense that their viewpoint has been taken into account in trade-off decisions.
The most important lesson learnt
It is worth stressing that the Prefecture recently accepted to become a pilot
departement in a certification procedure specifically for prefectures. Issuance and
renewal of the AFAQ "Engagement de Service" certificate by the certifying body are
subject to precisely defined auditing criteria that set far higher standards than the
Marianne Charter, which should be considered a first step.

Contact information:
Marielle Breas
Ministry of the Economy, Finance and Industry, Directorate General for State
Modernisation
139 rue de Bercy (Teledoc 282) F- 75012 PARIS, France
http://www.dusa.gouv.fr/rubrique.php3?id_rubrique=44
marielle.breas@dgme.finances.gouv.fr
Phone: +33 1 53 18 55 26

37

FRANCE
Change of address, Ministry of the Economy, Finance and Industry
The on-line change of address project consisted of making an on-line service
available to the general public to enable them to advise the main public services of
the fact that they had moved. It is part of the French governments electronic
administration programme, ADELE 2004-2007. The service developed as part of the
project is accessible on the Internet and has links from the French governments
portal, the sites of partner administrations and the search engines. The principles are
that the service is free, the process is entirely paper-free, the use of the service is
free and that the addresses given are checked.
The work was carried out between December 2002, the date of the first steering
committee meeting and May 2005, the date when the service officially opened. A
study of the existing situation was made, writing the specification and awarding the
development contract. After that in 2004 specifications and development of the
application were planned and in 2005 it was tested with partners and production was
started. The service was inaugurated on 17 May 2005 by the Minister of the Civil
Service and State Reform and the Secretary of State on State reform at a press
conference. This launch was the subject of considerable media coverage with almost
200 reports in the press.
Surprisingly the service has been visited very frequently since it started, greatly
exceeding the initial forecasts. An on-line survey was added to the change of
address site to evaluate user satisfaction. Its results show a very positive response
with high levels of satisfaction and great willingness to use the service.
In a small way the on-line change of address project illustrates the broad guidelines
of the governments electronic administration programme ADELE 2004-2007. By
offering a service which is easy to use, easily accessible and centred on the needs
of the general public, it aims to make life simpler for the users. By making it possible
for the partner administrations to manage addresses more easily, it enables the
efficiency of public services to be improved.
The most important lesson learnt
The rapid and strong interest from the general public is evidence of its maturity in
using new technologies and its high expectations of internet services which are
simple to use and practical.

Contact information:
Vivien Tran Thien
Ministre de l'Economie, des Finances et de l'Industrie, Direction gnrale de la
modernisation de l'Etat
(DGME),
139 rue de Bercy (Teledoc 282), F- 75012 PARIS, France
www.changementadresse.gouv.fr/changementAdresse/jsp/index.jsp?acceptJs=1
vivien.tran-thien@pm.gouv.fr
Phone : +33 1 42 75 52 49

38

GERMANY
A digital link between business and statistics, Federal Statistical Office
The Federal Statistical Office provides information on the economic development,
the population, social issues and the environment in Germany. The strategic goal is
to obtain highly up-to-date statistical results while keeping the burden on responding
enterprises to a minimum. To make statistical reporting easy and convenient for the
respondents, the Federal Statistical Office has for some years, and to a growing
extent, been using the Internet. For quite some time already, businesses have had
the opportunity to supply their statistical data via the Internet. However, all data must
still be entered manually into the online questionnaires. As the data collected by
the statistical offices generally are stored in the businesses data systems, the
important thing is to find an automated, and for all parties optimal way to extract the
relevant data from the business accounting systems. Such automated extraction of
statistical data from the accounting system is exactly what is provided by
eSTATISTIK.core.
Businesses and statistical offices have developed a common solution in close cooperation from the start. The partners agree that disburdening the responding
enterprises is the top criterion for success. Together with the statistical offices, it
enlists support for eSTATISTIK.core among political decision-makers and the
associations which, acting as multipliers, transmit information to their member
companies. The project partners meet regularly in specific working groups where the
possibilities of implementing eSTATISTIK.core are checked for every single
statistics. The main issue here is to find out whether the data needed for specific
statistics can be extracted direct from the businesses accounting systems.
The eSTATISTIK.core project has been greatly appreciated from the start. The
projects innovative and trend-setting approach was awarded with prizes in several
competitions. At the CeBIT fair 2005, eSTATISTIK.core won the highest award of the
5th eGovernment competition in the political field of business and employment. In
the same year, it won a prize of the 7th International Speyer Quality Award and the
BundOnlineSuperStar of the Federal Ministry of the Interior in the category G2B
(Government to Business).
The most important lesson learnt
The success of eSTATISTIK.core is mainly based on the fact that the project
partners are in a classical win-win situation: They look for a sustainable solution
which is supported and accepted by all parties involved because everyone is certain
to gain something by that solution.

Contact information:
Irmtraud Beuerlein
Federal Statistical Office
16Gustav-Stresemann-Ring 11, 65189 Wiesbaden, Germany
www.destatis.de
Irmtraud.Beuerlein@destatis.de
Phone: +49 1888644-2810

39

GERMANY
Changing business processes in the administration, The German
Aerospace Centre
The German Aerospace Center DLR is the Federal Republic of Germanys national
centre for aerospace research. It carries out extensive research and development
projects with national and international collaboration. In addition to its own research
projects, the DLR has been assigned responsibility by the Federal Government for
planning and implementing German aerospace activities and for representing its
interests at international level.
The main objectives of the process of changing the administrative and technical
infrastructure (ATI) are consistent and sustainable orientation on processes and
value creation, transparency and optimization through targeting and change, and
transparency and reduction of costs through the application of appropriate potential
for rationalization and the discontinuation of tasks.
Steps in business processes which are distributed across several organizational
units are to be joined in seamless, smooth processes. Steps which do not add value
or benefit clients are to be discontinued.
For more than ten years, the administrative and technical infrastructure (ATI) and its
business processes have been undergoing improvement, streamlining and costcutting and have achieved noticeable progress. Processes such as contract
management and procurement were certified under ISO 9001 as early as 1996 and
1998.
By launching the portals for support processes in early 2005, the administrative
infrastructure has made the appropriate tools available to provide clients and
process participants with transparency and orientation regarding their processes and
structures. Information is portrayed in a structured way, and the process sequences
are supported by appropriate workflows, providing a basis for cost reductions. Over
the long term, the portals are intended to bring about a systematic optimization of
information and knowledge processes as well as prepare for entry into the virtual
administrative infrastructure.
The most important lesson learnt
Staff motivation and willingness to change and the example of management staff are
key factors for the success of a process-oriented organizational structure. The
desired transformation into an organizational structure oriented on processes
concerns not only the restructuring of the processes themselves, but also demands
cultural change at various levels.

Contact information:
Manfred J. Senden
The German Aerospace Centre
Linder Hre, 51147 Kln, Germany
www.dlr.de
Manfred.Senden@dlr.de
Phone: +49 2203-6013215

40

GERMANY
Actively working for businesses, The District of Herford
The core of the project is a network involving all local, state, semi-public and private
institutions providing joint services. In co-operation with all partners appropriate tools
and mechanisms have been developed to improve public services in all areas.
Widufix is a project to improve co-operation on a practical level between mediumsized enterprises and public administrations.
Widufix essentially features four elements: a (administration) network for mediumsized business, improving administration procedures, agency-spanning knowledge
management and customer-orientated service offers.
The overall concept of Widufix was compiled to form a goal that defines the future
situation aimed at as well as the self-understanding of all the administrations
involved on the topic of "SME-friendly administration". This goal was derived from
the findings of the expert interviews, the company survey and was co-ordinated with
all the participants. All the participating institutions were obliged to co-operate in a
binding manner on the basis of this goal which served both as the preamble to the
agreement and which was defined more precisely there.
The heads of all the institutions signed this skeleton agreement. The skeleton
agreement also bears the signatures of many institutions that have undertaken to
support Widufix. This clear top-down approach with the voluntary undertakings by
all the public agencies and institutions was a necessary precondition for continuation
in the operative area.
The new services offered by the central contact office and the mobile advice service
was announced to the public and has already been frequently used by companies.
The District of Herford has managed to increase significantly the share of satisfied
customers and to reduce significantly the share of dissatisfied customers. Consistent
improvement was achieved in all service aspects. We are pleased to report that
perceivable improvement was achieved, above all, in the relevant areas.
The most important lesson learnt
Through different activities, Widufix has also achieved that mutual understanding
for the respective issues and need for action both among administrations and
companies has grown significantly. All those involved have also become
sustainably aware that balanced co-operation is the only way to warrant greater
value for the District of Herford region as a whole.

Contact information:
Klaus Goeke
The District of Herford
Referat Wirtschaftsfrderung Amtshausstrae 3, 32051 Herford, Germany
www.kreis-herford.de
k.goeke@kreis-herford.de
Phone: +49 5221-131330

41

GREECE
Identifying organizational deficits and designing administrative
improvements, The case of Cardiac Surgery Unit, Evangelismos
Hospital, Athens
Evangelismos General Hospital is a tertiary hospital in Athens and is a part of the
Greek National Health System.
he 2nd Department of Cardiac Surgery decided the implementation of the Common
Assessment Framework (CAF). The evaluation team constituted to perform this
program decided on the self-assessment according to the criteria that are fixed in the
CAF. Everything was evaluated.
Once the results of self-assessment were studied, the promising as well as the non viable points of the organisation were pointed out. The application of the CAF model
to the Cardiac Surgery Centre provided a useful tool in order to teach the staffmembers elements useful in their work, their efforts, as well as improving services
related with todays society. Three teams were formed in order to improve the weak
points of the Department. The teams cooperated with each other and compared their
results considered.
An electronic file was created and is updated. An internationally applied indicator of
EUROSCORE was also put in use. Improving working spaces, material and
technical infrastructures of the Hospital in cooperation with the Hospital
Administration. New methods of communication between staff members and
administration were attempted in order to improve the organisations efficiency.
Computerization of the Centre not only to achieve work efficiency but also for
economic improvement was implied with significant results. Results that are directed
to the patient-citizens were evaluated and activities were developed that improved
health standards and services provided to the patient-citizen.
The most important lessons learnt
The CAF is a simple, functional and suitable tool of quality measurement and can be
applied with success in the Health System. The CAF is feasible, functional and
effective in the Public Sector. The CAF offers the opportunity of the Health System
comparison with other services of Public Sector. Wide application of CAF so much in
Greece as in other European countries offers the possibility not only of comparison,
but also of application of common processes of improvement.

Contact information:
Mihalis Argiriou
Cardiac surgery department, Evangelismos general hospital of Athens
41, Aetideon Str 15561, Athens, Greece
mihalisargiriou@ath.forthnet.gr
Phone: +306947892131

42

GREECE
Standardized operational procedures
satisfaction, The Case of Athens Metro

and

measuring

customer

Attiko Metro Operation Company S.A. (A.M.OC S.A.) operates Lines 2 and 3 of
Athens Metro. Athens Urban Transportation Organization S.A. is the responsible
authority for the planning, co-ordination and control of all public transport modes in
the wider area of Athens (thermal buses, trolley buses, metro). The company must
operate in a framework of Standard Operation Procedures (SOPs) where the
synergy of departments is essential to achieve the optimum result. Performance is
measured through Key Performance Indicators (KPIs), linked to business objectives,
in a culture of continuous improvement. Frequent customer surveys present the
customer satisfaction level and any corrective or preventive actions are
implemented. Quality and management principles and techniques, as EFQM model,
ISO-9001/ 2000 and Business process re-engineering are applied. I.C. Technologies
are used appropriately.
The passenger is the purpose of A.M.O.C. S.A. Commitment to safety, security,
quality, the environment and customer service. The company applies a quality
system, which consist of Standard Operation Procedures - Synergy of the
departments - Staff Effectiveness; Quality and Performance indicators; Measuring of
Customer Satisfaction and Improvement actions through EFQM model. A.M.O.C.
S.A. measures the customer satisfaction on an annual basis, using the survey of
European Foundation of Quality Management (EFQM) European Performance
Satisfaction Index (EPSI). The survey is fulfilled by Foundation for Economic &
Industrial Research of Greece (IOBE) and the last results have shown that A.M.O.C.
has the first place.
The section of Rolling Stock has been certificated for the first level of EFQM Levels
of Excellence Committed to Excellence. The same section has followed the selfassessment questionnaire of EFQM model, and defined the areas of improvement. It
had developed and implemented successfully three improvement action plans. The
whole procedure is used as pilot project for the rest of the company.
The most important lesson learnt
The function of the Athens Metro has been proved very useful and practical. The
people have widely acknowledged its efficient operation. In this framework, the
contribution of the pre - mentioned quality system to the metros efficient function is
decisive.

Contact information:
Panagiotis Sarras
Attiko Metro Operation Company S.A
94, Kifisou Ave, 104 43 Athens, Greece
www.ametro.gr
psarras@ametro.gr
Phone: +30 205194065

43

GREECE
Improving local social service through the application of EFQM,
Municipality of Nea Ionia Magnesias
The Social and Health Organisation (Greek abbreviation: DOKPY) of the Municipality
of Nea Ionia, in Greece consists of 7 different centres- situated in various areas of
the city. Its personnel numbers 50 employees. Maintaining a non-profit character,
DOKPY promotes the establishment of support structures - mainly of a welfare
character within the area of the city - and the promotion of first-degree health care.
In 2004 DOKPY decided to initiate its official cooperation with EFQM by achieving to
enter in the 1st level of Excellence (Committed to Excellence) as a more multiple
model of measurement of the performance of each different sector of the
organisation with a self-evaluation procedure and a scheduled system of rating. The
organisations Internal Evaluation System, named Documentation & Quality - TEP
(Greek abbreviation: TEP) has been included for further development and use. This
system is based on the description of the life of the customer through structured
interviews. With the use of common forms of interview and database, there is the
ability to collect and elaborate customers information.
The Documentation & Quality - TEP system operates through the use of specific
forms which are being filled in during every new entrance of a customer in the
organisation. Within the system there have been incorporated evaluation fields with
qualitative criteria for the provided services that the customers have received from
the organisation and from other organisations of the area.
Through the elucidation of each worker in the organization role and position likely
conflicts have been decreased; the cohesion of the groups of the personnel that
undertake projects and particular initiatives has been increased (many times new
projects stem from individuals themselves); there has been a decrease in the losses
during the management of various programmes (absorbedness: almost 100%,
balanced income-expenses); improvement of the public picture of the organisation
towards its customers and its co-operators; viability of the organisation and decrease
of the reliance on the Municipality and increase of the effectiveness of the actions/
interventions towards its clients.
The most important lesson learnt
Benefits from the use of the system are e.g. direct depiction of the customers
situation; direct record of the customers satisfaction and general demographical
data for the area.

Contact information:
Sofia Apostolidou
Municipality of Nea Ionia Magnesias, Greece/ Social and Health Organisation
Christou Louli & Efesou, GR-38446, Nea Ionia Magnesias, GREECE
www.dokpy.gr
info@dokpy.gr
Phone: +302421086044

44

HUNGARY
The application of the quality management system incorporating CAF,
National Employement Office
In Hungary, the units of the Hungarian Public Employment Service (PES) deliver
public labour market services. In line with the objectives of the EU and of the
Hungarian Government, the continuous improvement of public service activities, the
introduction of the quality criterion in the public sector, is considered a significant
factor of the continuous improvement of the standards of living of the population. In
order to understand the meaning of quality services, it is necessary to introduce a
new-type organisational process management system, new evaluation and
management philosophies and new instruments.
A quality management system adapted to the respective organisational levels was
worked out for the PES organisations and introduced, as a result of the relevant
pilots, at several labour centres and offices. Introduction manuals, model
specifications and QM instruments were prepared to support the process. The
introduction process was supported by the internal benchmarking system of the
organisation, in the framework of which, in addition to getting acquainted with best
practices on a mutual basis, unit heads with experience in the operation of QM
systems provided mentoring (tutorial assistance) for the labour offices launching the
process at a later date.
The application of conventional indicators describing the performance of the
organisation put the assessment of work and consequently quality at the
organisation on a new basis. The Minister of Employment Policy and Labour
decreed, with effect from January 2005, to operate a measurement system based on
9 indicators throughout the employment organisations. The indicators concerned
measure the success rate of the main processes and the degree of partner
satisfaction.
The efficiency of the organisation increased thanks to the application of quality
management instruments.
Most important lesson learnt
Quality as interpreted at the level of both the organisation and the individual has
been assigned a major role in the everyday work processes, and this, in turn, has
reduced the frequency of occasional errors and improved the success rate in
satisfying partner demands.

Contact information:
Lszl Kvi
National Employment Office
1089 Budapest, Klvria tr 7, Hungary
www.afsz.hu
kovil@lab.hu
Phone: +36 1 303 0810/120

45

HUNGARY
System of on-line application management
Mobilits is the domestic methodology centre of juvenile labour grounded in 1995,
controlled by Ministry of Youth, Family, Social Affairs and Equal Opportunities, selfmanaged, disposing of full tether budgetary organization. The functions of the
institute consist of professional development, services and financial tasks. It takes
care for the execution of governmental aims of juvenile policy and drug prevention,
leads research and methodology tasks. The institute started in 1996 with 8
members, nowadays 97 public servants are employed.
Planning of the new system started in the summer 2003 when kick/off of the project
took place. The aim of the project was to introduce an up-to-date, integrated system
(consisting of modules) that enables the institute to follow-up the administrative tasks
at the different sites and ensuring adequate quality of service.
In Hungarian public administration it was the first competition system introduced that
offered a solution exclusively based on web. It contributed to attainment of the
information society. Researching the market it became clear there is no ready-made
software solution that would satisfy the requirements, moreover there are no
experiences, processes that could be handed over from other institutes, therefore it
was required to plan the whole process of competition treatment, which is a unique
achievement. In 2004 Mobilits closed two competitions periods successfully.
This lead to significant time decrease in certain processes, cost effective and
environmental friendly solution, competitions ease to compare, contributes
establishing modern civil service, exact and online data query to aspirants,
economical archiving solutions, open archive can be created for aspirants and
application received, whole process becomes easily measurable, higher quality of
service, better visualizations, rapid and trustworthy data query, better security
features and possibilities for further developments, easy to adopt.
The most important lesson learnt
It becomes possible to work through remote access in several lays. With an easily
utilizable system there is a chance to transact applications in bigger volumes and the
number of applicants increases. Developing the ability of the source audience to
capitalise sources better applicants can achieve higher support. The database
coming into existence and refreshed form the increased number of new applicants
can have a further positive impact on incomes as a product to be sold (e.g. 30 000
non-profit organization database). At the portal advertisements can be placed from
that incomes further developments will be available.

Contact information:
Krisztina Flp
Mobilits
H - 1145 Amerikai t 96. Budapest, Hungary
www.mobilitas.hu
fulop.krisztina@mobilitas.hu
Phone: +36 1 2734259

46

HUNGARY
4 for Quality, Best Practises Cases at the Hungarian Police, SzabolcsSzatmr-Bereg County Police Headquartes
At present there are 8 police headquarters and 22 local police stations serving the
county, the latter ones are subordinated to the headquarters. The county has 228
settlements, the 53% of which are controlled by district deputies. Our headquarter
has been leading a nationally outstanding and successful work. The permanent lack
of staff, the economical backwardness and the increasing number of special tasks
due to the situation of being the border of the country and the Union have all been
motivating the staff and directing board of the county police for years to work out
more effective solutions to the problems and to have a leading role in organizational
reforms.
The four Best Practice Cases are: a) the Practical Executive Order (VHS), to help to
select the fields need to be improved, b) the four-county benchmarking programme
presenting the distribution and widening of experiences, c) the actual developing
project entitled More effective communication for the inhabitants and d) the
Programme for Rationalizing Human Resources of Police Headquarters with the aim
of equalizing the load of police organizations.
The BP cases were planned systematically and consciously. The flowchart was
made and the level and the standby of each activity was controlled from time to time.
The control and the feedback of the cases were also continuous. For the planning
and evaluation of the BP cases the human and technical sources were provided by
the organization.
There are considerable and fact-based results, which can be seen in the life of the
organization. Considering directing style, instead of the previously used putting out
fire methods planning and constant controlling aimed to avoid faults can be
recognized. The methods and procedures that have been used in public life
successfully day by day could only be known and accepted step by step at
organization. Nowadays it is impossible to solve any problem without the joint
thinking, teamwork and consensus of managers and staff.
The most important lesson learnt
We can like or hate the quality, we can struggle for the innovation or we can put
down any proposal but people are all committed to the right.

Contact information:
Elekes Edit
Szabolcs-Szatmr-Bereg County Police Headquarters
2. Bujtos t Nyregyhza, Hungary-4400
www.orfk.hu
elekese@orfk.b-m.hu
Phone: +36 20 369 1946

47

IRELAND
Improving care around dying in hospitals, Irish Health Service,
(Dublin/NorthEast)
Two-year project by the Health Service Executive (HSE) Dublin North East and The
Irish Hospice Foundation was initiated to improve care and organisational culture
around dying in hospital. The HSE is the statutory health service provider in Ireland.
In Dublin North East it is responsible for the health provision for a population of
approximately one million. It is provided through two networks of general hospitals.
The project relates to one of the hospital networks with a recently established
specialist palliative care service.
The Irish Hospice Foundation (IHF) has a legacy of innovation in particular in
hospitals where it has primed many of the hospice and palliative care services for
adults and children. The objectives of both organizations were combined into the
Care for People Dying in Hospitals Project. It was based at Our Lady of Lourdes
Hospital in Drogheda, Ireland for a defined period of two years.
In the first phase a project committee with representation from all key stakeholders
was convened. This committee included representation from the community, the IHF
and all of the key groups within the hospital. A support team of two staff were
appointed to ensure successful progress.
The second phase has been initiated with the establishment of a Standing
Committee for Death, Dying and Bereavement for the Hospital Network of the HSE,
North East. Its primary focus is to ensure that the network hospitals maintain
ownership of the responsibility of Caring for the Dying.
Condolence Card and Family Handover Bag were the most concrete result. Mortuary
and room developments were also made. A set of new guidelines was developed
and an Advisory Committee on Clinical Care was established. Number of studies
has been conducted, an Education Programme has been delivered and a pioneering
set of publications has been devised.
The most important lesson learnt
Death is a reality in general hospitals. All staff within the hospital have a collective
responsibility to ensure that care at the end of life maintains the dignity of the living,
the dead and the bereaved. When this reality is acknowledged, it is possible to
change the culture and organisation of the hospital to support the way best care can
be provided at the end of life.

Contact information:
Dr. Doiminic Brannagin
Health Sevice Executive and The Irish Hospice Foundation
Dochas Centre, Our Lady of Lourdes Hospital, Drogheda, County Louth, Ireland
www.hse.ie
d.obrannagain@maile.hse.ie
Phone: +353419875259

48

IRELAND
A sustainable approach to animal welfare, Irish Local Government
(County Louth)
County Louth is situated on the North-East coast of Ireland. One of 29 elected
county councils in the State, Louth County Council is a local authority charged with
the provision of local services to its population of over 100 000 people.
The objective of this project was to transform the approach to stray animal care and
re-homing (mainly dogs) in County Louth local authority area by developing, through
internal collaboration, better enforcement and innovative design, an environmentally
sustainable modern facility. In September 2005, Louth County Council opened the
doors of the new Animal Compound, which was the fruition of the 3-year project, to
improve the facilities offered by the county to the animals housed at the pound, the
staff and the visiting public.
The plan was to replace the retired warden with two new wardens. These wardens
were fully resourced and active in the areas of enforcement. It was crucial that the
majority of the dogs in the county would come into the dog licence net. The new
pound has excellent facilities and is a beacon for sustainable, quality animal control.
It also improves customer service immeasurably through better location and better
facilities for the visiting public. The opening hours were extended from an hour a day
to all day. The project focused also on I.T. This allows the public to see in real time,
from the comfort of their homes or office, exactly what dogs are in the pound.
A new centrally located site was identified in 2002, being a tract of land beside the
motorway that was formerly used by the construction crews whilst the motorway was
being built. As the Veterinary Office operates under the wing of the Environment
Section in Louth County Council, it was decided to incorporate some appropriate
features during construction. A state of the art animal waste disposal system was
installed, picnic tables located in the grounds are made completely from recycled
plastic, the design of the building ensures minimal noise disturbance and a wind
turbine was installed, producing now 40% of the electricity of the building. Public
visits to the new pound have rocketed, and the rates of re-homing have more than
doubled. The figures for the first month of operation show a 66% re-homing rate,
compared to the average of 26% in the old pound.
The most important lesson learnt
The lesson is that any project needs to show reasonable sources of financing before
it will be considered. Positively exploring any increases in duties or obligations can
often create opportunities for new sources of funding.

Contact information:
Garrett Shine
Irish Local Government (County Louth)
Louth County Council, Council Offices, Crowe Street, Dundalk, Co. Louth, Ireland
www.louthcoco.ie
garrett.shine@louthcoco.ie
Phone: +353429335457

49

IRELAND
Quality management of prison food and training, Irish Prison Service,
The Irish Prison Service (IPS) is responsible for the provision of safe, secure custody
for those people committed to prison by the Courts. IPS is a key component in
Irelands criminal justice system ensuring safer community life. The IPS has a staff
complement of approximately 3 200 operating in its Head Office, Training Centre
and 14 prison institutions.
In 1992 the Irish Quality Association (today called Excellence Ireland) were invited in
to audit Wheatfield Prisons new kitchens and food storage areas. The audit was
carried out under five separate categories. Surprisingly the flagship prison failed on
all counts. The governor convened the Irish Prisons first hygiene committee and two
objectives were set: 1) To become compliant with current and pending legislation
and 2) to achieve Hygiene Award Status.
Strong leadership and teamwork were the main catalysts for change. A major
challenge to the success of this initiative was securing the necessary financial
resources to support the essential changes required to achieve the appropriate
standards. The allocation of a sufficient staff complement to the catering function,
the professional training of the teams concerned, access to advice from specialist
advisors and the structural and equipment changes required in many of the kitchens
all required resourcing.
The management change project was action/research based and it allowed to
engage in the practice of continuous improvement. The catering strategy continues
to be subject to review and the clearly stated goals and objectives help provide
clarity of direction and ensure individual responsibility and accountability. Training
has been a main focus of the change management programme over recent years. A
comprehensive training prospectus has been developed and introduced for all
workers involved in the food chain. The participation of the prisoners has also been
fundamental to the success of the catering initiative. They now carry out most of the
operational tasks in the kitchens under the supervision of trained staff.
A set of fully documented standards for prison catering has been developed and
introduced. Safety standards for catering are reviewed on an ongoing basis to
ensure they reflect current best practice. Dealings with the suppliers of foodstuffs are
managed by reference to detailed foodstuff specifications and incoming product is
subject to scrutiny. The Irish Prison Service proudly boasts the successful
achievement of a wide range of prestigious and independently accredited national
and international standards and awards.
The most important lesson learnt
We want to, so lets do is easier and better than We have to, so go do. The Irish
Prison Service is free to concentrate on new and innovative ways to improve its
business performance.

Contact information:
Derek A. Brennan
Irish Prison Service, Monastery Road, Clondalkin, Dublin 22, Ireland
www.irishprisons.ie
dabrennan@irishprisons.ie
Phone: +35314616153

50

ITALY
The social account of ASSB, Public agency for social services of the
municipality of Bolzano
ASSB is a public corporation of the municipality of Bolzano, responsible for the
management (directly or by means of outsourcing) of social services in the city of
Bolzano. The case ASSB is about the experience of a local government in the field
of the social accountability.
The process has been an evolution of planning activities for the last 4 years. It has
been done with the participation of the city councillor of social services, of any
managers of the municipality and several managers of ASSB. After the setting of the
goals, the team has discussed and individuated the reporting sections. ASSB can
measure the results through several qualitative and quantitative indicators. The
achievement of the goals requested much more involvement of the municipality and
in particular of the councillor, because communication with the citizens is in fact the
task of the councillors office and therefore. The goals also required a new
organization of the data in order to provide information on the outcome. More
attention needed to be paid to the layout of the document making it more legible and
comprehensible for the citizens.
ASSB has been used in several political and technical commissions and it is used
continuously during the year when someone needs information about ASSB. It has
been requested in several copies and the websites about it are often consulted. The
social cooperatives and the voluntary organizations have decided to produce a
social report and have used the social account of ASSB as good practise. The
managers and the employees of ASSB themselves use it as source of information
and recognize the value of their job in it. For the very first time, ASSB has a global
vision of its activities and of the impact of them on the community of Bolzano.
The most important lesson learnt
ASSB has learned that nothing can be created from a day to another: The difficulties
encountered and overcame have shown that the social account must be considered
a work in progress that needs: good organization behind it and time to be
understood and recognized as a valid support for the dialogue with the citizens, for
the transparency of the public activity, for the planning of the services. The social
account makes sense if it is part of a contest and not an isolated document.

Contact information:
Alessandra Belvisi
ASSB - Public agency for social services of the municipality of Bolzano
via Roma 100/a - 39100 Bolzano Italy
www.aziendasociale.bz.it
alessandra.belvisi@aziendasociale.bz.it
Phone: +39 471 457720

51

ITALY
Jesolo Report - Social Reporting, Municipality of Jesolo
"Jesolo Report - social reporting" is a tool for accountability. Through Jesolo Report
the organization describes the performances achieved, the plans developed and the
results reached starting from the Organisation Strategic Plan. Jesolo Report is a
document reporting the social responsibility of the Municipal Administration related to
its stakeholders and its environment. In order to write it, the General manager has
constituted a work group, called the Social Reporting Workshop".
The project was chosen to organise the structure by stakeholders, as this was
believed to best answer the recipients' needs, giving them the chance to recognize
themselves in the various stakeholder categories and understand the projects
implemented, the resources dedicated, the scores achieved.
Some of the public Social Reporting experiences analysed contemplated the
presence of external professionals. However, the Municipal Authoritys awareness
that its own structure contained professionals capable of performing the various
tasks and already trained to act as a team, lead to a different approach Social
Reporting Workshop that, with its own expertise would be able to identify type,
method and contents.
The Work Groups analysis on the implications of Social Reporting led to the
conclusion that social reporting is (in this case) a valid instrument for communicating
with stakeholders in a clear and intelligible way on the planned targets and
objectives achieved in Municipality management and administration. It is also an
accountability tool regarding social responsibility, that is useful for rearranging
governmental policy, adapting them to suit the new, growing needs of the areas. It is
a tool to highlight and promote the work of the staff, improving overall knowledge of
the Municipal Authoritys activities and it is a tool for improving internal
communication between the Council and organisational structure.
The most important lesson learnt
The voluntary use of social reporting allows an organisation to improve relations with
the subjects that live and operate in its territory, thus favouring participation and
simultaneously improving relations with employees thus favouring a culture of
communication and transparency.
It is also an essential opportunity for in-house assessment and review of its outlook
and programmed policies, which is essential for adapting strategic planning to the
areas new requirements and for not missing the development opportunities offered
to the city. Social reporting also improves the overall performance of the organisation
in the context of better team spirit.

Contact information:
Maria Luisa Gazzola
Municipality of Jesolo
Via S. Antonio n. 14/A - 30016 Jesolo (Ve) Italy
www.jesolo.it
cdg@jesolo.it
Phone: +39 0421 359222

52

ITALY
Development of Quality Systems in the Municipality of Milan
On the basis of guidelines and action plans drawn up by the Mayor, in 2004, the
Municipality of Milan launched a project for the development of a Quality
Management system aimed at improving the managerial skills of its executives and
service managers, as well as at implementing a process of ongoing improvement in
the quality of services and operating processes, with special emphasis on planning,
control and implementation. The project deals with the issues like development of a
quality management model adopting the European Foundation Quality Model,
customer satisfaction, quality certification and Customers Charter Standard
Statement.
Following the issue of guidelines for setting up a Quality Management System, the
Education Department launched its own process for continuously developing and
improving its quality system. In keeping with the goals and activities pursued under
the above modules, therefore, the Central Department drew up a general plan.
Organisational self-assessment within the various Sectors revealed that managers
were often not fully aware of the efficiency of top-down communications.
The results indicate that there is a pressing need for setting up dense networks of
internal communications, integrate the EFQM Model with the human resources
management system, to develop a vocabulary and mindset not commonly found in a
bureaucratic setting to organisation, to foster a culture of comparing ones
performance levels with those of others. There is also a need for improvement by
applying the EFQM Model to the accreditation system, the need for the
implementation of standard and well-codified procedures for identifying areas
requiring improvement and drawing up corrective action plans and establishing a
widespread culture based on the evaluation of results and the improvement of result
evaluation and reporting systems.
The most important lesson learnt
The implementation of the EFQM Model has served as a trigger for launching
much needed transformational processes, a facilitator in encouraging key people
within the organisation to act less as managers and more as leaders, as a stimulus
in motivating sectors, services, offices to use self-assessment to develop key
processes and ensure the widespread implementation of the same throughout the
organisation with a view to boosting the organisational culture of staff and as a
catalyst in ensuring that self-assessment becomes a common tool at various
organisational levels.

Contact information:
Dario Moneta
Municipality of Milan
Via Bergognone, 30 - 20100 Milano Italy
www.comune.milano.it
dario.moneta@comune.milano.it
Phone: +39 02 88452027

53

LATVIA
Latvian Environment, Geology and Meteorology Agency
The Latvian Environment, Geology and Meteorology Agency (LEGMA) is a
governmental agency that operates on basis of a contract between the Minister of
Environment of Latvia and the director of LEGMA.
By using the main principles of the quality management system it is possible to
change an organisation of the former soviet style of working into a modern and
competitive institution.
The external experts and the quality manager arranged a number of training
activities to introduce main principles and benefits of the quality management to the
staff. Many duplicating activities were found when the business processes of the
agency were identified and described. Tasks, responsibilities and authorities were
not appointed and explained in the best way. Some persons in different places were
doing the same job in different manners. Lot of efforts was put to analyse all
activities and to consider the necessity of doing them.
The leaders can make decisions and plan business basing on regular reports on the
results and trends of business processes according to well defined criteria like
resource usage, client satisfaction etc. Now the policy, objectives and criteria are
established according to the real needs of the agency.
Employees are aware of their rights and duties. They receive appropriate information
and materials and services in time and in the right place. The time spent to introduce
tasks and working practises to the new employees decreased, and the time that
clients spend to get the agency service is decreasing constantly.
The most important lesson learnt
In two years it is possible to change a former soviet style organisation into wellorganised institution that manages its processes. Well-established quality
management system encourages and motivates staff to improve working practises.
Involvement of staff is the most crucial thing for the successful implementation of a
quality management system. Only staff responsible for the business processes can
elaborate the most usable documents for the management of the business
processes, but often an external assistance is needed to prepare these documents.

Contact information:
Ilze Kurme
Latvian Environment, geology and meteorology agency
Maskavas iela 165, Rga, LV 1019, Latvia
www.meteo.lv
ilze.kurme@meteo.lv
Phone: +3717032600

54

LATVIA
Human resource management way to total quality, State Blood Donor
Centre
The State Blood Donor Centre of Latvia (hereinafter SBDC) is an institution of direct
public administration subordinate to the Ministry of Health of Latvia. The mandate of
the SDBC is to prepare blood and blood components for medical institutions, as well
as to provide training and specialization for medical staff in the field of transfusiology.
The strategic decision about the elaboration of SBDC quality management system
was taken in 1999. Since then, it was clear that SBDC needs an integrated
management system. The development of an integrated management system was
also fostered by assessment procedures - internal and external audits, selfassessment procedures, inquiries of clients, incl. employees; error analysis, and
expert observations.
A work group which initiated work on HRM system was established on the basis of
mutual wish to cooperate and reach a common goal to improve the management
system. Human resources management policy was defined and approved.
Questionnaires are used to identify the staffs level of satisfaction and desirable
topics for training activities. Staff assessment results are also considered to identify
training needs.
In the project the necessity of effective human resource management system
integration in the management system of organization and its influence on the
development of the organization and on the motion to total quality is analyzed. Using
of the competence approach, training system making process and its improvement,
training culture are analyzed and determined as most important factors of the
development of organization.
The main positive results and their indicators are following: improved quality
management processes, integration of HRM requirements of ISO 9000 series of
standards, the ISO 17025 standard in accredited laboratories, the ISO 14001, and
principles of OHSAS 18001 and GMP in one system, development of an effective
training system,
The most important lesson learnt
The system can only work effectively if it has actual understanding among and
support from all staff of the organisation. An organization involved in education is
able to adapt, change, develop and transform itself to the needs, wishes and
endeavours of its clients.

Contact information:
Natalija Bolbate
State Blood Donor Center
Selpils Str.6, Riga, Latvia
www.vadc.lv
natalija.bolbate@vadc.lv
Phone: +371 7408876

55

LATVIA
State Social Insurance Agency
The State Social Insurance Agency (Agency) is a state institution, implementing the
State policy in social insurance and State social benefits field. The mission of the
agency is implementing the state social security policy, providing social insurance
services and State social benefits that meet the requirements of Latvian citizens by
rationally and publicly managing State funds.
The essence of the Agencys case is to show with what methods satisfaction of the
clients is measured and to reflect, what the actual results of the client satisfaction
are. The lessons learned and the case experience of the agency could be also
useful for other public sector organisations who order client satisfaction researches
from independent market and public opinion research centres or perform them on
their own account.
Preparing the work task the Agency as the contracting authority of the research sets
the purpose of the research, the target groups of the research, main activities and
their execution deadlines as well as shortly describes the Agency, its clients,
previous research etc. In accordance with the legislation of the Republic of Latvia the
Agency arranges the procurement procedure.
The preparation of the questionnaire and agreeing upon it with the responsible
officers of the Agency is the first task carried out by the independent researcher
within the framework of the agreement. Client inquiry results are summarized in a
report. Most part of information about client answers to the questionnaire questions
are reflected both in common evaluation and in breakdown by client service places.
In accordance with the research results the higher management of the Agency and
the middle level managers plan the future work of the Agency in order to implement
the necessary improvements.
Research results prove that there are positive changes in such a qualitative indicator
as population confidence in the social insurance system. Reception time at the
service places is changed, 5 additional client service places are opened, and client
flow distribution systems are installed at the service places.
The most important lesson learnt
Data analysis and definition and implementation of the necessary improvements is
the most difficult stage in this process, it is more efficient to order independent
researches and the primary further work of the Agency is to retain the high client
satisfaction level not to increase it.

Contact information:
Marika Muze
State Social Insurance Agency
Lacplesa Street 70 a, Riga, LV-1011, Latvia
www.vsaa.gov.lv
marika@hq.vsaa.lv
Phone: +371 7011800

56

LITHUANIA
One-Stop-Shop, Vilnius City Municipal Government Administration
Project has been implemented by Vilnius City Municipality Administration. Total
number of 1000 employees is working in the Municipality Administration building
where Municipality Council is also situated, and that was the reason of
implementation of the qualitative readjustments. Basic functions of one contact
servicing principle were assigned to Vilnius City Municipality Administration
Personnel Department Visitors Service Unit.
Other countries experience was generalized and requirements for the authors of the
technical implementation part were set forth. Main principles of system and
document management were electronic management of documents, unanimous
document management system from one centre, communication of the system with
data bases and public registers of other State enterprises, maximum unification and
standardization of services, possibility to connect the unlimited number of system
participants.
Securing the system data and accesses from any outside influences, identification of
system users in every stage of document management, visitors possibility to control
the service processes via internet, unification of service implementation processes
by applying templates and the used data base information, transparency and
publicity of service processes, possibility to integrate the system with the analogical
systems of other institutions were also important principles.
It is possible to get accurate accountancy of the visitor flows and constant analyses
of the solved questions flows. Registration of all received and sent documents in
computer files is assured. Visitors serving by a one contact principle not only
ensured transparency of the visitors service, but improved service providing
processes by disassociating the visitors contact with the state official, thus
essentially solving the visitors problem.
The most important lesson learnt
Project enables to establish and analyze the most burning problems of the city,
provides possibility to analyze the purposefulness of the visitors service processes
and refuse intermediate or double procedures and provides possibilities to estimate
efficiency of employees servicing the visitors.

Contact information:
Sigitas Bargaila
Vilnius City Municipal Government Administration
Konstitucijos Ave. 3, LT-09601 Vilnius, Lithuania
www.vilnius.lt/new/en/vadovybe.php
Sigitas.Bargaila@vilnius.lt
Phone: +370 5 211 2078

57

LITHUANIA
Implementation of the Integrated Model of the Health and Social Care,
Panevezys County Governor's Administration
Panevys County Governors Administration is a public regional governmental
organisation implementing the functions that are supervised by the Governor.
The model of integrated health and social care was implemented in Panevys city
in 2003. It was the result of a joint work among Panevys County Governors
Administration, Panevys City Municipality and Community in the program of
Integrated Care for Social Risk Groups. Long-term objectives seek to improve the
quality of life of social risk groups and to reduce health care inequalities relating to
social difference. Short-term objectives seek to develop the network and a variety of
non-institutional health care and social care, to improve the quality of care for social
risk groups promoting the cooperation between social and health care sectors.
Despite the fact that model was implemented in a year the process leading to
success took long time and started much earlier. The situation was analyzed and the
decision to take actions was adopted. The project coordination group was formed
according to Panevys County Governors order.
The problems, concerned groups, aims, goals, measures, merits and demerits, vista
and dangers were identified. The organizational structure and the financing
mechanisms of the model were made up under the method guidance of the County
Physicians Service. At the regional level the program was presented to public by
different public communication means, conferences, round tables and so on.
At first the variety of non-institutional health and social care services was enlarged.
Second the network of non-institutional health and social care services, and number
of care beneficiaries increased the availability of services was improved.
The quality of life for the severely disabled and their family members was improved
and selfsufficiency of the patients in their living place was retained. The partnership
and cooperation principle among governmental, municipal and community
institutions avoiding the duplication of the functions was implemented. At last,
economical effect was achieved.
The most important lesson learnt
Involvement of the community representatives in the decision-making and planning
process helps the governmental institutions to satisfy the community needs and
provides good results.

Contact information:
Raimonda Ulianskiene
Panevezys County Governor's Administration
Respublikos str. No. 38, LT 35173, Lithuania
www.pava.lt
sveikata@pava.lt
Phone: +370 45 505770

58

LITHUANIA
Adaptation of recreational objects in the forests for physically disabled
needs, Directorate General of State Forests under the Ministry of
Environment
Directorate General of State Forests under the Ministry of Environment is institution,
designated for economic management of state forests, which are attributed to 42
state forest enterprises. It manages as well as coordinates regeneration and
maintenance of these forests, their protection and use of forest resources.
The Council of European Union and the Parliament of the Republic of Lithuania
declared the year 2003 as the Year of the Disabled. Due to this theme forest sites
were adapted for the use and needs of physically disabled people. They got the
possibility to have good conditions for rich and nice rest in the forests, get direct
acquaintance with nature and it's values. Partnership and collaboration are being
developed among physically disabled people and other groups of society.
In September of 2003, Directorate General of State Forests organized the national
meeting on issues of recreational sites. Specialists from state forest enterprises
inspected and reviewed actually fitted recreational sites in the field, evaluated their
suitability and rest conditions for the needs of the disabled, informed about general
performing recreational activities in the forests. They were also introduced with
issues and problems, which disabled people are facing, when they are spending
time in the forests.
During the meetings, directors of state forest enterprises have made resolutions to
pay more attention at expressed remarks by the disabled, regarding amending and
improving of recreational fittings and adapting the objects to the needs of the
disabled.
The disabled people have opportunities and possibilities to spend their time in state
forests, get acquainted with the values of nature, and organize picnics. The
communication and collaboration are being promoted and developed, the feeling of
the same belonging to the society and full integration into the latter are being
motivated and stimulated.
The process of adaptation of recreational objects in the forest for disabled needs is
in continuity. Each state forest enterprise has at least one recreational object in the
forests, adjusted for the disabled in accordance with their expressed requests.
The most important lesson learnt
In the implementation process of the daily activities it is very important to search for
interested partners and apply cooperation and communication measures.

Contact information:
Raimundas Peleckas
Directorate General of State Forests under the Ministry of Environment
A.Juozapaviciaus str. 9, LT-09311 Vilnius, Lithuania
www.gmu.lt
fsc@gmu.lt
Phone: +370 52 75 41 08

59

LUXEMBOURG
Implementing a common project management methodology for IT
projects in the public sector, Service eLuxembourg
The project QUAPITAL (Qualit des projets dimplmentation des Technologies de
lInformation et de la communication dans lAdministration luxembourgeoise) has
been launched in April 2004 in order to implement a common project methodology, a
common framework for project management in the public sector in Luxembourg. The
project board decided to choose the Swiss methodology HERMES and to adapt it to
their particular context. HERMES covers all the processes needed to manage a
project: Project management; Risk management; Quality assurance; Configuration
management and Project marketing.
The key success factor is clearly to have an appropriate concept for deploying the
methodology in the public sector. Departments are volunteers to do projects with
HERMES. The QUAPITAL project team offers coaching on every single project that
is done with this methodology. Training on project management in general and on
the HERMES methodology in particular is offered for the civil servants. HERMES will
become mandatory for all IT projects that are done at the State of Luxembourg; the
objective is January 2008. There will be no more coaching of every single project,
but only for the key users.
Action plan with concrete actions or projects that have to be undertaken for a
successful deployment of the methodology includes: creating a web-site, create
marketing material, put in place tools (IT and others), organize conferences and
workshops, create a community around the methodology.
Indicators for measuring the increase of maturity in project management - e.g. % of
IT projects done with Hermes and number of project managers who attend the
training - are put in place. There are already a lot of projects, which are done with
the methodology. The acceptance on the field is for the moment very good. People
see this approach in general as something very efficient and something what helps
them to better focalize on and define their projects. Training and coaching is also
very important.
The most important lesson learnt
It is not that important which methodology you use, the most important thing is that
everybody uses the same methodology.

Contact information:
Marc Blau
Ministre de la Fonction publique et de la Rforme administrative - Service eLuxembourg
67, rue Verte, L-2667 Luxembourg
www.eluxembourg.lu
marc.blau@sel.etat.lu
Phone: + 352 478 2059

60

LUXEMBOURG
Geide MSS/Geide, Ministry of Social Security
IGSS (Inspectorate general for Social Security) is a key entity of the Ministry of
Social Security dealing with legal and international affairs, policy analysis (statistics,
actuary and social programs), audit of social security institutions and supplementary
pension schemes and long term care evaluation. The Electronic management
system GEIDE shared by the Luxembourg Ministry of Social Security (MSS) and
the Inspectorate general for Social Security (IGSS) was implemented in 2003. The
administrative staff of the MSS deals mainly with chancery work: legislative
procedures, individual cases addressed to the Minister, budget and accounting,
nominations and promotions of social security officials and so on.
When using GEIDE all incoming mail is scanned at the entry point, given a register
number and put away in archive boxes. The system offers multiple advantages: all
agents interested by the matter are informed; there is no longer circulations of
papers or of copies; archive space is saved and confidentiality is guaranteed if the
matter requires it. All outgoing documents must be approved by an automatic
validation procedure.
During the planning stage all agents of MSS and IGSS were implied by interviews
and workshops. External consultants for both the planning and the realization of the
project were used. For the implementation of the solution there was a Change
management project, with seminars, publication of a users guide, interviews with
users on practical problems they met, a reporting on the utilization and a monitoring
on changes operated, if wished by the users.
The GEIDE is working since the 1st of January 2003. There are for now over 40.000
documents in some 9000 files. The number of documents is increasing by some
1000 documents per month. The staff is satisfied and uses the system.
The most important lesson learnt
The project must be strongly supported by the management of the administration. All
users must be involved in the project at its inception. Split the roles of technical and
functional project leader. Get procedures right before starting production. Measure
your performance. Share your knowledge. When migrating into production make
available adequate technical support to guarantee the availability of the system;
needed functional support so that everybody knows how to use the system; best
practices on how to execute some important procedures; development support to
react quickly to change requests.

Contact information:
Georges Schroeder
Ministry of Social Security - IGSS
26, rue Zithe, L-2763 Luxembourg
www.mss.etat.lu/
georges.schroeder@igss.etat.lu
Phone: +352 478 6330

61

MALTA
The On-Line Renewal of Vehicle Licenses, Ministry for Industry,
Investment and Information Technology
The On-Line Renewal of Licences is a web application which allows Maltese citizens
to renew their vehicle road licences on-line, to pay any outstanding contraventions,
to upgrade the road licence to entrance to the capital city and to check their next
Vehicle Roadworthiness Test (VRT) from any place with an Internet connection.
Furthermore, the web application is integrated with the Local Enforcement System,
which allows traffic wardens located in any street in Malta to register and manage
traffic contraventions of various kinds.
The first step in the process was a business process review carried out by the
Management Efficiency Unit (MEU), a Government business process reengineering
agency. Phase 1 involved the development of the Local Enforcement System (LES)
which linked every traffic warden on the road to the database and allowed for data
exchange between the enforcers of fmes and the renewal of licences from the office.
Following the introduction of the Local Enforcement System, the project contract for
the On Line Renewal of Licences was awarded through a Request for Proposals
amongst private sector ICT providers Phase 3 of the provided the VRT stations the
facility to update the VERA database with VRT details. Hands-on training was
carried out to all the VRT station users. Phase 4 of the project saw the
implementation of the insurance policy updating by means of a web service
technology. This meant interfacing insurance applications with the ADT database
through a web service Phases 1 to 4 have prepared ali the ground work and
functionality for the general pubiic to start enjoying the service from home, which
became possibie as of the 25th of Aprii 2006. A substantiai communications
campaign has been prepared and is expected to be initiated in November, now that
the systems reliability and efficientiy has been duly tested.
A seamless, reliable and secure connection between the traffic wardens and the
VERA database, allowing the database to be updated with the latest contravention
information which in turn restrict or clear the license-renewal process. A substantial
reduction in queues at the Licensing and Testing Department. Queuing time was
reduced to a maximum of 20 minutes. A substantial reduction in persons renewing
their license over-the-counter at the Licensing and Testing Department 50% of all
insurance policy details are being updated to VERA on-line without the need for
Department personnel to enter the policy numbers manually.
The most important lesson learnt
The most important lesson learned is the management challenges presented when
Government is managing a network of players, from both the private and public
sector, towards one citizen centred service.

Contact information:
Joe Schembri
Ministry for Industry, Investment and Information Technology
168, Strait Street, Valletta, Malta
www.licenzji-vetturi.gov.mt and www.miti.gov.mt
joe.schembri@gov.mt
Phone: +356 226808

62

NETHERLANDS
The Living Library
Enova is a provincial advisory organ serving governmental organisations, social
welfare institutions, non-profit and commercial organisations and individual citizens
in the province of Drenthe. Enova provides advice and initiates and develops new
projects, tools and methods to further the emancipation and integration of various
groups in society. The Human Library, also called the Living Library is an integration
and anti-discrimination project designed to foster understanding between diverse
groups of people by reducing prejudices and stereotypes.
Initial preparatory work began in October / November 2004, and the first
implementation date was in May 2005. Various other organisations cooperated in the
project, including the provincial coordination point for mobile libraries, various
welfare organisations and festival organisers. The Living Library was also
implemented in other parts of The Netherlands. Approximately 50 volunteers were
involved in the implementation of the project at various times and in varying
numbers. Volunteers were mainly recruited from local organisations (multicultural
organisations), migrant organisations, educational institutions, welfare organisations,
and via word of mouth.
The project has been implemented on more than 20 occasions. There have been
more than 1500 visitors to the Living Library. The project has not only been
implemented during festivals and events, but also in public libraries, as a tool in
youth projects, during markets and fairs, and during conferences and symposiums.
The project has encouraged people from all walks of life to enter into dialog with one
another on prejudices and stereotypes.
The Living Library was nominated as one of the best integration projects in the
Netherlands. Discussions are ongoing with national organisations (including the
Dutch Council for Refugees) in order to agree on a national strategy whereby the
method can be easily transferred to other users.
The most important lesson learnt
Use a positive approach with humour. Think about communication and PR tools
carefully and use professional tools and instruments. Good preparation and
information to both volunteers and visitors is essential. A good project manager is
essential. Evaluate regularly and learn from the evaluations by implementing what
you have learnt. Know the context and target group and try to tailor the project
accordingly. Listen to the volunteers and visitors and do not be afraid to delegate
tasks and responsibilities. Make a professional communication plan and target the
media carefully. Employ a professional writer to write your press releases. Be
creative and experiment with new contexts and groups.

Contact information:
Yvonne Philippa
Ministry of the Interior, InAxis, the Commission for the Innovation of Public Administration
P.O. Box 2001, 2500 EA The Hague, The Netherlands
www.mensenbieb.nl
yvonne.philippa@minbzk.nl
Phone: +3170 4268853

63

NETHERLANDS
Digital Handwriting Recognition
The Rotterdam-Rijnmond police force has around 5 300 personnel that include
executive and administrative people. Their task is to police an area with population
of 1,2 million, a lot of industry and the biggest port in Europe. Rotterdam-Rijnmond
force police officers write out 500 000 tickets a year and the administrative
processing makes heavy demand on person-power. This administrative processing
is the main focus of the Digital handwriting recognition project.
The Rotterdam-Rijnmond police force has developed a completely digital
handwriting recognition system that inputs the ticket written on the street, which is
then input in TOBIAS (automated ticket-processing system) as fully automated data
entry. The administrative process which comprises the input and checking of the
tickets and information flows between the various departments and organisations
have been fully digitized.
Digitisation and acceleration of the processing mean a major saving in terms of
personnel and capacity. With the new handwriting recognition system checks are
largely automated. By including business rules in the application there are software
controls on the logical combination of data. An error signal is generated in the event
of illogical combinations.
This application will be made available to other police forces, too. With the original
method, it took around 110 admin-hours capacity to process 1 500 tickets. Now this
takes just 9 hours. Based on 500 000 tickets per year - this means a cost saving of
1 487 538 per year. Based on the expected return the investment (in costs) should
be earned back within a few months. More than 90 % of all information is read-in and
processed automatically. There has been a substantial drop in incorrect mini reports.
It has proved possible to have the giro collection form delivered to the offenders
address within a couple of days, instead of 5 weeks.
The most important lesson learnt
At regular periods project management had to adapt the planning, the course taken,
the network, the project team etc. in line with changing circumstances. The project
management had to constantly weigh-up the need for stringent steering towards
deadlines or cutting slack due to disappointing results. The project group
commissioned a professional training / promotional film to brief all 3 500 reporting
officers on the course taken. The film made a significant contribution in creating a
support-base.

Contact information:
Lucas van Heel
Police Rotterdam-Rijnmond
P.O. Box 70023, 3000LD Rotterdam, The Netherlands
www.politie.rijnmond.nl

64

NETHERLANDS
The Dutch Taxonomy Project
By moderating and facilitating the development and implementation of an authorized
Dutch XBRL-taxonomy and an infrastructure for processing data, the project aims at
minimization of barriers to effective and efficient communication between
government and companies, and by thus enhancing efficiency, at achievement of a
major cost reduction for both the private and public sectors. The Dutch Taxonomy
Project (NTP) is a joint effort of the Ministry of Justice and the Ministry of Finance,
aiming at standardization of reporting information across the financial, fiscal and
statistical domains, by applying the open data standard XBRL (eXtensible Business
Reporting Language).
The XBRL is a computer language for a structured and standardized collection,
generation, and delivery of financial and corporate information. The use of XBRL has
many advantages: reporting becomes faster and more efficient, less chance of
mistakes exists as manual copying of financial information is no longer required and
the exchange of information with governmental bodies can be carried out in an
automated fashion. The Netherlands is the first country in the world where the
government, in close co-operation with the private sector, has decided to develop an
authorized XBRL-taxonomy. This means that all users can be certain their financial
reports will be based on a complete and accurate dataset, certified by the
government.
Whilst building the Dutch taxonomy, the datasets of the three governmental bodies
in the field of financial reporting (the Chamber of Commerce, the Tax and Customs
Administration and the Central Bureau of Statistics (CBS)) have been normalized
and harmonized as much as possible. The taxonomy will be implemented in
software applications used by companies for their financial administration, thus
labelling their financial information for the required reports. By pressing a single
button in the program, digital financial reports can be created, checked and sent to
the Chamber of Commerce, the Tax and Customs Administration and the Central
Bureau of Statistics.
The drafting of the Dutch Taxonomy has strongly improved the internal financial data
models of the governmental bodies involved. The number of financial data elements
of the participating bodies was reduced from approximately 200.000 to 4.500.
Substantive normalisation of data elements has nearly expelled the need for
separate retrieval of statistic information.
Most important lesson learnt
In the Dutch Taxonomy Project, public and private sectors show that through cooperation, the single parts sum up to far more than their separate worth.

Contact information:
H.J.M. van Burg
Ministry of Finance
Prinses Beatrixlaan 512, P.O. Box 20201, 2500 EE The Hague, The Netherlands
www.xrbl.nl

65

NORWAY
Altinn trade and industrys gateway to public services, Ministry of
Trade and Industry
Trade and industry shall get a joint portal for electronic services electronic dialogue
with the public sector. This shall be developed on the basis of the current Internet
portal Altinn (www.altinn.no) (for public reporting). Altinn shall be developed further
as a tool for realising the objectives of electronic communication between the public
sector and users, and obtain/achieve efficiency and coordination benefits on the part
of both the public and the private sector.
In 2002 the Norwegian Tax Administration, Statistics Norway, and the Brnnysund
Register Centre joined forces in order to create a common Internet portal for public
reporting. The portal has been in full operation since 2004. In the beginning it
covered mainly financial data. The project soon showed that the portal had the ability
to be a useful tool for other agencies as well, that the solution could be used to
develop new services, and last but not least be developed from a one-way reporting
channel to a channel for dialogue between the businesses and the public sector.
The Altinn success is based on one simple, but important, factor: the solution works
in practice. The marked penetration became high very rapidly. An increasing number
of public authorities are delivering services via Altinn and the take-up of the services
offered is high. The most complex forms are already available in Altinn (the tax
return for businesses). The number of public agencies who is taking part in Altinn is
growing, at the moment app. 20 agencies have signed an agreement with Altinn, out
of these 11 have services available at the moment. 27 services are now available
(app. 90 forms). All these numbers are expected to increase soon.
The most important lesson learnt
Lessons learned so far (beginning of the implementation and development phase):
- Development of new ICT-solutions are time consuming
- It is a great challenge to get different agencies to cooperate
- Advanced services demands advanced underlying ICT-systems (registers etc.)
- User satisfaction is very important, and must never be underestimated
- The businesses do want electronic services from the public service
- User participation is vital to get user-friendliness/satisfaction which is vital to get a
high market penetration
- The demand for user services/help functions concerning electronic services is very
high.

Contact information:
Kari Bjrke
Ministry of Trade and Industry
P.O.Box 8014 Dep, NO-0030 Oslo, Norway
www.nhd.no/forenkling - www.altinn.no
kbj@nhd.dep.no
Phone: + 47 22246675

66

NORWAY
Good with people a quality project in the Regionala Health and Social
Service Sector, The Norwegian Association of Local and Regional
Authorities
Good with people was a national four year initiative directed at Norwegian
municipalities. The aim of the project was to raise the quality of the services provided
to users within the health and social services sector. The initiative was implemented
to focus on better management as a tool for increasing service quality.
The primary objective was to stimulate municipalities to implement development
programs to improve service quality to users within the health and social services
sectors. The approach is based on the assumption that better management and
empowered employees will give improved service quality.
To achieve this goal, Good with people attempted to stimulate innovation and
change through increased competence development. The focus was on Empowered
employees and 'Adaptive management and many projects focussed on several
values simultaneously.
In Joint-ownership, the goal of the training is to raise the awareness of employee
participants, so that they take the initiative to change and actively participate in
change processes. This leads to a new way of learning, a new way of thinking and a
new way of working. The training is deigned for all employees, breaks down
traditional working patterns, focuses on personal development, is clearly linked to
each employees work situation and provides a better perspective.
The most important lesson learnt
The results so far indicate that the project has been very successful with respect to
national goals and participation and more direction orientated than result orientated.
There appear to be high levels of local commitment, development and learning and
coherence that can explain the good and less good results.

Contact information:
Liv Kaatorp
The Norwegian Association of Local and Regional Authorities
Bispegata 2, 2315 Hamar, Norway
www.ks.no - www.ks.flinkmedfolk.no
liv.kaatorp@ks.no
Phone: +47 90059223

67

NORWAY
Implementation of CAF in the Regional Offices for Welfare and
Protection of Children and Families, (Bufetat), Southern Norway
A central aspect of quality work is the concept of continuous improvement. Measures
are planned (Plan), changes are implemented (Do), results are checked (Check) and
corrections are made (Act). After corrections have been carried out, new
improvement measures are planned, so that a continuous process of improvement is
created (PDCA or Demings Circle).
The implementation of CAF as a quality model in the Regional Office for Children,
Youth and Family Affairs (Bufetat), Southern Norway, is a project that will run from
October 2005 to March 2009.
The following factors have been assessed to be critical factors of success:
- Quality assurance work must be well rooted in the leadership of the Regional Office
for Children, Youth and Family Affairs (Bufetat), Southern Norway.
- The training of people involved must be of the right quality.
- One must succeed in the motivational work in respect of the units that will
implement CAF.
- Units that implement CAF must discover early on that they themselves will benefit
from the quality system.
- Sufficient financial and staff resources must be seta side throughout the entire
project period.
The project is still at an early stage. The pilot project will be completed by the end of
2006, while the entire project will be concluded by March 2009. Once the CAF model
has been implemented, all units will conduct annual CAF evaluations. The scores
from the CAF evaluations will together with the user surveys and the results obtained
form the basis for assessing the development of quality over time.
The most important lesson learnt
The most important lesson learned so far is that a standardised model is not
necessarily the best solution when employed in different professional areas.
Experiences with the standardised CAF model show that there is a need to tailor the
model to the needs of child welfare institutions and family counselling offices.

Contact information:
Are Karlsen
Regional Office for Children, Youth and Family Affairs (Bufetat), Southern Norway
Postboks 2403, 3104 Tnsberg, Norway
www.bufetat.no
are.karlsen@bufetat.no
Phone: + 47 33729055

68

POLAND
Minimising errors in tax returns, Tax Office in Plonsk
The core of tax administration in Poland is made by directors of tax chambers and
heads of tax offices, who as organs of state administration are all subordinated to
the minister responsible for public finances. The heads of tax offices perform their
tasks through the tax offices they are in charge of. The Tax Office in Posk is one of
401 tax offices operating in Poland and one of 51 tax offices subordinated to the Tax
Chamber in Warsaw.
The process was planned as one of the links in the long term strategy of quality
development in the Office. The general objective of the strategy was: Achieving and
maintaining the high level of customer satisfaction related to the tax services
performed by the Tax Office.
As the analyses revealed the majority of mistakes made by citizens in submitted tax
returns could have been eliminated at the stage of the receipt of the documents. In
the period from September to October 2001 the appropriate procedure was prepared
and trainings held for the employees. The mock procedure took place in November
and December 2001 and it involved monthly returns. In January 2002 the procedure
for all tax returns submitted by citizens in person was implemented and it has been
in operation ever since.
The system of monitoring errors in tax returns was drew up. The data is gained from
the computer system POLTAX. Such monitoring and analysis are carried out on a
monthly basis. Once a year operational objectives are defined and possibly
improvement measures are planned. At present the above mentioned solutions are
included in the system of quality management. The number of taxpayers being
summoned is determined on the basis of the registers kept.
The most important lesson learnt
Taking advantage of unconventional methods, for example a competition for children
which consisted in collecting receipts while shopping, may be a much cheaper, more
effective and friendlier way of supervising tax control. If they are well planned and
used systematically in the long run such methods both improve relationship with
customers and society and contribute to the more effective performance of the
statutory objectives of the Office. And it seems that there is nothing more valuable
than voluntary fulfilment of tax obligations on the part of citizens.

Contact information:
Lukasz Gwozdz
Tax Office in Plonsk
2 Spoldzielcza Street, 09-100 Plonsk, Poland
www.izba-skarbowa.waw.pl
lukasz.gwozdz@mz.mofnet.gov.pl
Phone: +48 23 662 52 96

69

POLAND
System of informing police for deaf and dumb persons, Municipal
Police Headquarters in Legnica
The Municipal Police Headquarters in Legnica, supported by the Polish Association
of the Deaf, Lower Silesian Branch in Legnica, has enabled deaf persons to
effectively call the police for help. Using the simplest means of communication,
persons with speech and hearing impairments have been given the opportunity to
communicate with the police officer on duty by fax, the Internet (email) and most
importantly by mobile phone (using SMS messages). A dedicated computer has
been provided as well as a dedicated mobile phone at the control desk in the Police
headquarters in Legnica, for communication with deaf persons.
The fax machine at the duty police officers control desk is available on a 24h basis,
an additional mailbox was configured on a computer, and an additional mobile phone
was provided. The numbers of those means of communication and the email
address were distributed to deaf-and-dumb persons. In order to help deaf persons
overcome their fears and get used to contacts with police officers, the Press Officer
attended several meetings organised by the Polish Association of the Deaf in
Legnica. Cooperation was also established with the Municipal Government Office in
Legnica, owing to which two police officers were assigned to a sign language
course.
Three information templates, which should be sent to the Duty Police Officer
depending on the threat reported have been designed: Help needed urgently at
(address where help is required);Intervention needed at (address) and Medical
assistance needed at (address). These templates were entered by the deaf persons
in their mobile phones and similar information was to be prepared for sending by fax.
After several days from the implementation of the programme, the Police Duty
Officer received the first call from a deaf person, who sent an SMS asking for
intervention against neighbours. Deaf persons have been given a much greater
sense of security and the ability to intervene in matters of importance to themselves
and to other people.
The most important lesson learnt
Bringing help to the public is the principal task and objective of the Police. It is
necessary keep looking for areas where such help is insufficient or where it comes
too rarely and too late. The simplest technical means, which are now widely
available, can improve security for many people.

Contact information:
Sawomir Masoj
Municipal Police Headquarters in Legnica
ul. Asnyka 5, Poland
www.legnica.policja.gov.pl
oficer.prasowy@legnica.policja.gov.pl
Phone: +48 076 876 1574

70

POLAND
E-office for clients, Swietokrzyski voivodeship office in Kkielce
The witokrzyski Voivodeship Office in Kielce is a government administration unit,
of which role is rendering the public service and representing the Republic of Poland
government business in Switokrzyskie province. The Office by the decision taken 5
years ago, which concerned the implementation of quality managing system
according to ISO standard, has showed the direction for improvement of rendered
services quality, including electronic communication with a customer in particular.
Since then it consequently has been aiming to the defined aims. The taken actions
result not only from external initiatives but they are also correlated with the
documents drawn up by the supervisory units.
The discussed Project is consistent with the plans of operation accepted by the
European Union: eEurope 2002 and eEurope 2005, the Strategy of the Republic of
Poland computer science implementing ePoland for years 2004-2006 accepted by
the Cabinet and The strategy of computer science implementing in witokrzyski
Voivodeship Office.
The Project has been also based on the results of the Office self-assessment
performed in year 2004 according to EFQM model. The identified weak points and
areas to be corrected has been used for selection and implementation of three
improving actions. One of such directions to be improved was: Implementing of
actions extending the scope of electronic communication with a client. So the
Project really includes a number of operations executed under a common sign in the
area of e-communication with a client.
The Project execution has been included in the periodical evaluations of quality
managing system. Thanks to it a continuous monitoring of execution of individual
stages of operation has been assured.The access execution was monitored at each
stage. The level of foreseen indices was investigated after the individual phases had
been terminated. Some examples:
- The System of Needs Application with use of digital signature was implemented in
year 2004, as a leading project, in one of the Office departments. Since year 2005 it
has been fully applied all the orders of IT servicing for departments are announced
with use of that sys
- Increase of the Office clients satisfaction expressed in the questionnaires from 73%
in year 2004 to 85% in year 2005r. (marks 4 and 5 in a fifth-grade scale of marks).
The most important lesson learnt
The most valuable result is undoubtedly the awareness of the necessity of a
dialogue with the clients.

Contact information:
Joanna Wisniewska -Martynowicz Swietokrzyski
voivodeship office in Kielce
AL. IX WIEKOW KIELC 3, 25-516 KIELCE, Poland
www.kielce.uw.gov.pl
org02@kielce.uw.gov.pl
Phone: +48 41 342 11 34

71

PORTUGAL
Public Employment Marketplace, Directorate General for Public
Administration
The Portuguese government created an electronic marketplace for all public sector
employment opportunities. The Public Employment Marketplace (BEP) portal and
database enables civil servants to request a change of function or location and their
profiles are matched with job openings from across government.
The marketplace is also accessible to the public for government jobs open to
external competition. BEP aim to promote career development and mobility within
Public Administration, and is helping to develop a more professional and flexible civil
service. It also helps to create a more open and transparent recruitment process.
Through BEP civil servants are encouraged to broaden their career development
thought working in other departments or locations, increasing mobility. One of the
most accessed job market sites in Portugal, BEP makes employment opportunities
more visible and the recruitment process more transparent
The Institute of Informatics (The Finance Ministrys in-house IT agency), in
partnership with Microsoft, developed a system for DGAP called Bolsa de Emprego
Publico (Public Employment Marketplace). The system was online in October 2003
to give both civil servants and public in general access to what is the largest job
marketplace in the country.
Increase the transparency and the information, at several levels of the system
(competitions and contract of staff). Significant improvements in promoting employee
mobility and career development. More open and transparent recruitment with
greater flexibility for professional civil service. Provides information (statistics and
qualitative), for a more rational management and more data about Public
Administration. Gives profits of management, with the harmonization of procedures,
concepts and flux of the information. Integration with other management
mechanisms, like other general databases (Public Administration Database). BEP
could be used as a management tool to analyse HR trends.
The most important lesson learnt
More important lessons learned with the case is that even faced a complex
normative system it was possible put ICT deal with those amount of rules and
careers features, adding value to several users.
To develop the project it was created an internal multi-disciplinary team, which
benefits with the project by gaining new skills concerning ICT issues.

Contact information:
Luis Evangelista
Directorate General for Public Administration
Av. 24 Julho, 80-80J - 1249-084 Lisbon - Portugal
www.bep.gov.pt
luis.evangelista@dgap.gov.pt
Phone: +351 21 391 53 67

72

PORTUGAL
Public e-Procurement Program, Knowledge Society Agency
UMIC Knowledge Society Agency is the key body supporting the development of
government policies concerning the fields of innovation, information society and egovernment. UMIC was responsible for the strategic definition of the Portuguese eProcurement Program (PNCE) and now leads implementation, asserting itself as a
focal point of coordination among all actors.
The Portuguese e-Procurement Program (PNCE) aims to change the way Public
Administration buys. On the one hand, PNCE aims to improve the way negotiation
and sourcing are made in Public Administration, and, on the other, it aims to speed
up the introduction of electronic procedures in public procurement.
Main objectives of the PNCE are:
- To implement significant structural savings;
- To promote transparency in the public purchasing process;
- To facilitate access by SMEs to the Public Sector market;
- To stimulate the development of e-commerce in the Portuguese economy.
Following the adoption of the Information Society as a development model both at
European and national level, a National Action Plan for the Information Society was
set up by the Government, aiming at taking advantage of ICT for public
administration modernisation.
Public Procurement was identified as a priority target area and thus the Portuguese
e-Procurement Program (PNCE) was approved in June 2003, as part of a wider
strategy for Information Society development in Portugal. The PNCE adopted the
following objectives: achieving significant structural savings; increasing transparency
in public purchasing processes; facilitating access by SMEs to the Public Sector
market and stimulating e-commerce take-up.
UMIC was responsible for the development of PNCE and is currently leading its
implementation, in articulation with the relevant actors both from the public and
private sectors.
The most important lesson learnt
Given the urge to implement eProcurement, it was crucial to motivate each
stakeholder to be open and willing to learn different ways of working, recurring to
different instruments (i.e. ICT), changing their longstanding competencies, while
realizing the project was worthwhile.
To sum up, the most important lesson learned is also considered the critical factor
for success: motivation and mobilisation of public servants was, and still is crucial for
an efficient and effective implementation of eProcurement throughout the entire
Portuguese Public Administration.

Contact information:
Renato Adrio
Knowledge Society Agency (UMIC)
Tagus Park - Edifcio Inovao I, sala 124 - 2740-122 Porto Salvo, Portugal
www.compras.gov.pt and www.umic.gov.pt
radriao@umic.pcm.gov.pt
Phone: +351 21 391 8400

73

PORTUGAL
On the Spot Firm, UCMA - Office for Public Reform
On the Spot Firm is a new system for creating companies, that allows firms (private
limited companies, partnerships or PLC) to be set up by making a single trip to just
one office and taking only about one hour. The On the Spot Firm initiative made it
possible to create a company in very short time and in a one-stop office.
The main goal was the development of a faster, easier, safer and less expensive
process for private companies formation.
In order to oppose the waiting time for the approval of a firms name, a pre-approved
firms list was built up and reserved for the State. This list has a stock of about 500
pre-approved company names from which investor can choose.
To eliminate another complaint - asking investors to walk around public services
requesting documentation to hand over to another service it was established that
details of the new company must be sent electronically to the relevant tax, social
security and economy ministries, and also to the work inspections authorities.
This idea has made it possible to set up a company in Portugal faster than anywhere
else in the European Union and, therefore, the first step on the way to simplify the
relationship between a firm and the Public Administration throughout its life cycle.
The most important lesson learnt
The meaning of thinking out of the box: to build up a pre-approved list of firms is a
very simple to operate solution that brought a huge outcome for both investors,
public administration and the Portuguese economy.

Contact information:
Sofia Carvalho
UCMA - Office for Public Reform
Praa do Comrcio, Ala oriental - 1 andar - 1149 - 018 Lisboa, Portugal
www.empresanahora.pt and www.ucma.gov.pt
sofiac@ucma.gov.pt
Phone +351 21 323 22 90

74

ROMANIA
A modern tool for public administration in Romania, Ministry of
Administration and Interior
The Central Unit for Public Administration Reform (CUPAR) is a General Directorate
within the Romanian Ministry of Administration and Interior. Since 2005, the Central
Unit for Public Administration Reform (CUPAR) has started the process of
introducing this modern instrument - Common Assessment Framework (CAF) - in
Romanian public administration, both at the central and local level (Ministries,
Prefectures and County Councils). Therefore, a CAF team was established at
CUPAR level and its overall objective is to introduce CAF in the public administration
common practice as the main self-assessment instrument.
In September 2005, the CAF team established the CAF implementation plan,
stipulating clearly the tasks for each member of the team, the deadlines, the results
and the performance indicators for each phase. CAF team started, according to its
plan to draw up a CAF brochure, structured on questions and answers, thus to be
easier to read, dedicated to all the persons in public administration who want to
understand what CAF is all about. It was published in 500 exemplars.
Both qualitative and quantitative indicators were used in order to monitor the
process. 280 persons have been trained on CAF, of which 84 prefects and subprefects and 176 civil servants from the local level and 20 civil servants from the
central level. The trainees are able to disseminate the information related to CAF
and most of them will take part in the auto-evaluation process as project managers
or members in the evaluation team. 42 County Councils and 42 Prefectures are
ready to implement CAF as well as 15 ministries. In the end, the process of
disseminating CAF proved to be a successful one.
The most important lesson learnt
This experience showed that a non-imposed action can also have positive results.
This is the most important lesson learned and it has its significance within Romanian
public administration as there is a common practice to neglect the importance of
voluntary actions in favour of legal framework actions (the top-down approach).

Contact information:
Claudia Lung
Ministry of Administration and Interior
Bucharest, Eforiei street, no 3, Romania
http://modernizare.mai.gov.ro
claudia.lung@mai.gov.ro
Phone: +40-21-3037080 int 11818

75

SLOVAK REPUBLIC
Process Mapping, Ministry of Economy of the Slovak Republic
The Ministry of Economy of the Slovak Republic is the central government
organization. In 2003 the Ministry of Economy prepared the first CAF selfassessment report, which provided us with the real image of the degree of efficiency
of operations of our organisation and the impact of its activities on the society. A
number of projects focused on the selected CAF model criteria were conducted in
the period of 2004-2006. They were aimed at the utilisation and improvement of
criteria both in the field of expectations and the results to the maximum extent.
In the course of 2004 and 2005, several other partial projects focused on criterion 5
of the CAF model were implemented process and change management aimed at
process mapping, process analysis with the goal being the gradual transition to
process management of the organization. The implementation was based on the
definition of criterion 5 process and change management, aimed at assessing how
the organization manages, improves and develops its own processes in order to
innovate and support its policy and strategy and to fully satisfy and generate an
increase in value for its customers/citizens and other stakeholders."
It is necessary to stress, that the two-year process of self-assessment and
processing of the self-assessment CAF report have been started. The first selfassessment report was prepared in September of 2003; the second self-assessment
report was prepared in October 2005 and included assessment of the contributions
and effects of the partial project implementation in the course of 2004-2005 and the
implementation of the Action Plan for improvement.
The most important lesson learnt
Based on the experience from the implementation of the CAF model gained so far
and the performance of partial projects, we believe that the introduction of quality
systems, process management principles and the utilisation of quality tools in the
everyday life of an organisation such as the Ministry is not a one-time affair but a
long-term process which needs to be constantly reviewed, enforced and observed.
An organisation will work effectively and perfectly provided that it succeeds in
suitably interconnecting and effectively using material, information and HR
resources.

Contact information:
Eva Szabova
Ministry of Economy of the Slovak Republic
Mierova 19, 827 15 Bratislava, Slovak Republic
szaboova@economy.gov.sk
Phone: +421 2 4858 7306

76

SLOVAK REPUBLIC
Experiences of the city of Martin at the ISO standards, model EFQM and
CAF model, City Hall of Martin
(Text from the Short case description )
The city of Martin implemented Integrated Manager System in the line with ISO
standards 9001 and 14001 in 2000.So that the City Hall has six years of practise
experiences with the increasing of quality in public services. The self-assesment in
the line with EFQM was done in 2003 - 2004.
The City Hall was awarded by the National Quality Prize for EFQM Model in 2004.
The self-assesment in the line with CAF was done in 2005 - 2006.
The city of Martin has practical experiences at the international benchmarking - our
partners are cities in Hungary and Czech Rep. The City Hall in Martin created for
their clients very modern Client Center in Slovakia.

Contact information:
Miroslav Veres and Imrich Zigo
City Hall of Martin
Namestie S.H. Vajanskeho 1, 036 49 Martin, Slovak Republic
www.martin.sk
zigo@martin.sk, veres@martin.sk
Phone: +421 43 42 04 501

77

SLOVENIA
One stop shop - e-VEM, Ministry of Public Administration
The e-VEM project follows the strategic goals of the Ministry for Public
Administration and the Government of the Republic of Slovenia. The project follows
those public administrations goals that are focused on users and creation of a
friendly environment for the development of entrepreneurship. The basic purpose of
the e-VEM project is to provide a suitable information support for the future
entrepreneur and enable him/her to start with business operations in the shortest
time possible.
Very important was fast and efficient training of clerks. Training was proceeding two
weeks before the production and despite this fact they were able to do their work. In
this context was very important the good choice of appropriate clerks to do this job.
Training was done by the representations of competent institutions for each service
in the system.
It was very crucial that the project manager decided to split the process of scanning
the application for registering into the Business register and browsing it in the system
after the client has left. The civil servants were not used to use a scanner by the time
of production. Perseverance of the project team and external implementer to
succeed by the time of production and help to civil servants at the time of production
helped the project to be successfully implemented.
The system has increased data exchange between institutions of the public
administration by implementing standards, recommendations, joint solutions,
rationalization of administrative processes and effective information support in order
to provide connection of registers and official records.
The statistics shows increased number of new registered natural persons since the
project has started in July 2005 for 20%. Today a natural person pays nothing to
open a business, to make changes in the register of companies, to close the
business. Higher interest has been reached among citizens to start running a
business.
The most important lesson learnt
Problematic is the coordination of various institutions of the public administration,
which must be actively included in the project. Problematic is also implementation of
a public tender for selecting external implementer of information solutions since
other implementation deadlines depend on them.

Contact information:
Teja Batagelj
Ministry of Public Administration
Traka 21, 1000 Ljubljana, Slovenia
www.mju.gov.si
teja.batagelj@gov.si
Phone: +386 1 4788593

78

SLOVENIA
E-government and Pension Insurance, Pension Insurance Institute of
Slovenia
Pension and invalidity insurance entitlements are provided by the Pension and
Invalidity Insurance Institute (in the following Institute), which leads procedures
based on modern information technologies, permanent development and the
updating of its software and hardware.
On the initiative of the Pension and Invalidity Insurance Institute a project of
interconnecting the Institute, the IT Centre of the Government of the Republic of
Slovenia and Ministry of Internal Affairs - Central National Register (CNR) was
launched; the goal of the first phase is to enable direct CNR data access towards upto-date and rational information exchange in the public sector. The purpose and
goals of the project were to enable by means of uninterrupted and permanent
access to the CNR reference data base independent acquisition of data required to
the Institutes personnel and to avoid unnecessary document collecting for clients.
It can be established that due to the possibility of direct access to Central National
Register there have been cutbacks in inquiring in the form of correspondence with
other state and public institutions. The new approach is also much faster, less
expensive and data obtained are more complete. Information thus easier accessible
is not only for the benefit of clients (they do not have extra costs for notification of
changes) but also for the Institute and finally the state since in this way the Institute
can manage the funds more properly (stopping of payments in time, no
overpayments, etc).
The most important lesson learnt
At the beginning the legislation, Art.139 of Administrative Procedure Act, had to be
changed. It states that every electronic document confirmed by electronic signature
has the same importance or is equivalent to any administrative procedure as a paper
written document.
The methodology Learning by doing was used because this was the first joint G2G
project in the country.
With knowledge of this project a lot of new activities and projects were later easier
and faster.

Contact information:
Anton Dunato
Pension insurance institute of Slovenia
Kolodvorska 15, 1000 Ljubljana, Slovenia
www.zpiz.si
adro@zpiz.si
Phone: +38641733172

79

SPAIN
Vineyard register of La Rioja - Use of new technologies
The Vineyard Register Department is in charge with the application of the (EC)
Regulation 1493/1999 of the Wine OCM and more precisely with the wine potential
within this Regulation. Main tasks are maintaining vineyard register and regulation of
grubbing-up and plantations of vineyards. In order to do our work in an efficient
manner, an updated vineyard register must be kept up, allowing flexibility in use,
being as precise as possible and simple to use.
The Geographic Information System (GIS) is an integrated system made up of
hardware, software, staff, space information and IT procedures, which allows and
facilitates the recollection, the analysis, the management and the representation of
space data. It works like a database with geographical information (alphanumerical
data) which is being associated by a common identification to graphical objects
within a digital map.
The Project has been carried out during 5 years. During the first year the definition,
the preparation and the planning of the wine-GIS have been developed.
The main method to measure the results consists in the verification of the photo
interpretations by the wine-growers. 9,500 private meetings have been carried out in
order to contrast the results of this method. Approximately 5,000 results were used
in the completion of files. Only 70 of the concerned persons have shown their
disagreement of the decisions taken, appealing to trial courts. In none of these cases
trials have been gained by the people concerned.
Another system for the measuring of results is our Chart of Commitments towards
the citizens. Having fulfilled the requirements of this Chart for three years (in a
percentage higher than 99%), this year the Vineyard Register Department has
increased its commitments.
The most important lesson learnt
With a proper planning of the activities it is perfectly conceivable to obtain results on
the medium or long term. Furthermore we believe that work dissemination among
the stakeholders represents training, difficult to quantify in terms of results, and at
the same time such an improvement that it turns into an objective itself.

Contact information:
Daniel del Ro de Pablo
Consejera of Agriculture and Economic Development of La Rioja
Avda. Paz 8-10, Spain
www.larioja.org/agricultura
daniel_delrio@conlared.com
Phone: +0034 941291607 / +0034 617600743

80

SPAIN
The Cadastral Virtual Office, General Directorate of Cadaster
The Spanish Cadastre is an administrative register with a fiscal origin, created as a
data bank to be accessed both by Public Administrations (national, regional, local)
and citizens. As an inventory of real estate, it contains physical information, legal
information and economic information. This Cadastral data bank includes detailed
information on more than 32 million urban properties, more than 42 million rural
properties and over 25 million Cadastral owners.
In 1998 the G.D. of Cadastre launched the Ensenad@ project, a strategic project to
allow Cadastral clients - citizens, local, regional and central administrations, and
companies to access and use Cadastral data and services on an open 24x7
Internet platform. This strategic enterprise culminated in 2003 in the inauguration of
the OVC (e-Cadastre), which is the Cadastres website for all the e-Cadastre
services. A new space was needed to guarantee interoperabliity between different
organizations working with Cadastral information, and that space is the OVC: a new
scenario for new services and products.
The key indicators of success are the increase in the implementation of OVC by
public administrations, and increased usage. All these data are published, up to
date, and on line in Internet, so everybody can measure the evolution of the system
every day.
The Cadastre is now working to increase the number of Cadastral Information Points
(PICs), with the goal of locating one PIC in each Local Authority, in order to bring eCadastre closer to unqualified users. In just one year, this project has achieved more
than 1,950 active PIC users and nearly 990 Local Authorities.
The most important lesson learnt
- Society is ready for web-based services and appreciates them.
- Added value is immediately generated to traditional public administration.
-Transparency is inherent to the system and with it the quality of contents is
improved.
- The e-Cadastre is a valuable tool to integrate public services within a common
European network (PSI, INSPIRE).

Contact information:
Monserrat Merino Pastos and Carmen Conejo Fernandez
General Directorate of Cadaster
P Castellana 272 , Madrid, Spain
www.ovc.cadaster.meh.es
monserrat.merino@catastro.meh.es carmen.conejo@catastro.meh.es
Phone: +34 91 583 67 54 / +34 91 583 67 91

81

SPAIN
Service Commitment to Citizens, Ajuntament d'Esplugues de Llobregat
The Ajuntament dEsplugues de Llobregat (Esplugues de Llobregat City Council)
consists of 21 councillors. Since 1983 the same political party, the Socialist Party of
Catalonia, has held a majority. It has a staff of 295 employees and in 2006,
managed a budget of 36 748 931 euros.
In 1996, the Esplugues City Council adopted the EFQM Excellence Model as its
main referent for providing a new push to the modernisation process in municipal
management that began in 1991 with the implementation of a management system.
As the result of an initial self-evaluation, the objective Establishing service
commitments with citizens according to their expectations was incorporated into the
Municipal Action Plan 1995-1999. In this project we aimed to develop the three main
strategies of our management model:
First:
Place the citizen at the centre of continuous improvement.
Second: Manage activities in terms of processes.
Third: Develop the full potential of the people within the organisation.
The balance scorecard of the management system contains the relevant information
on managing the Service Commitments. This information is structured into three
levels:
On the First Level are indicators measuring satisfaction. At the second level are the
indicators measuring performance or production process efficiency of the Services,
specifically the degree of compliance with the Service Commitments (the results are
the drivers of the citizens satisfaction). At the third level, the indicators for
compliance with the process standards, or rather compliance with the individual
objectives aligned to the Service Commitments (the results are the drivers of the
Service Commitments).
The most important lesson learnt
The most important lesson is that without a system focus this management practice
would have more limited results and would probably be impossible to maintain.
This is not just a project; it is a way of doing things on a daily basis. It can only have
continuity if it is integrated into a management system that reaches the entire
organisation. The challenge is not so much in making it as in making sure it lasts.

Contact information:
Enric Giner Rodriguez
Ajuntament d'Esplugues de Llobregat
Plaa Sta. Magdalena, 5-6, Spain
www.esplugues.es
eginer@ajesplugues.es
Phone: +34934809101

82

SWEDEN
Diversity as an asset, The County Administrative Board of Stockholm
In Sweden, each county has an Administrative Board. The County Administrative
Board (CAB) is a government authority, which ensures that the decisions taken by
the government and Parliament are put into effect with maximum impact throughout
the county.
The intensified work with diversity started in 2000 and has been organized in its
present form since 2002. The goals and methods of the project have been
continuously developed as it has advanced. During the first years of the project, the
main goal was to eliminate discrimination in the work place. The work with diversity
was also solely concentrated on ethnic background and no other factors or
minorities. After the initial phase, an attempt was made to broaden the perspective
and include other kinds of differences amongst people in the concept of diversity.
The most quantitative goal for the project is for the CAB to have employees that
reflect the assembly of the people it serves. This means that approximately 25 % of
the employees should have non-Swedish background, as is the ratio of the citizens
of the county.
The CAB conducted interviews with over 300 employees before the start of the
project. Although changes in attitude are difficult to measure, it is evident that the
work with diversity has led to increased commitment to questions regarding
differences and discrimination at all levels of the organization. The project has led to
improved awareness when it comes to recruitments. During the last two years we
have witnessed an increase in the number of job applications from academics with
backgrounds other than Swedish a group that the CAB formerly had problems
attracting.
The most important lesson learnt
The most important lesson learned, however, might be the necessity of not trying to
take haste in the work. The initial working team experienced a degree of frustration
due to unreasonable expectations of tangible change to quickly occur. Achieving
changes in attitude does never happen overnight and it is of utmost importance that
the work is conducted with patience and that the necessary amount of time is taken
in accomplishing these goals.

Contact information:
Malin Mattson
The County Administrative Board of Stockholm
Box 22067, 104 22 Stockholm, Sweden
www.ab.lst.se
malin.mattson@ab.lst.se
Phone: +46 8 785 5480

83

SWEDEN
City of Ume and the Swedish quality award for municipalities
Ume is one of Swedens newest and fastest growing cities. Ume has been
expanding for several decades. Growth really accelerated in 1965, the same year
that the university threw open its doors. Obviously, there is a connection. Education
provides skills, which attracts companies that, in turn, attract more people. In the last
30 years, housing in Ume has doubled and this rate of growth continues.
The case is about the evaluation according to the Municipal Compass a model of
best practice in which many Swedish municipalities participated. The Municipal
Compass has been used as a tool to evaluate and improve the organisation. In
2003, the citys Chief Executive Officer decided that Ume should try to evaluate
according to the Municipal Compass. The Municipal Compass evaluates 8 areas;
Democratic control, transparency and accountability, Citizen access and customer
orientation, Co-operation between politics and administration, Decentralisation of
management, Controlling and reporting, Human resource development, Innovation
policy, Community partnerships.
The evaluations gave information about the strengths and areas to improve. There is
also a good opportunity to compare the results of more than 40 evaluations of
municipalities in Sweden. Ume will use these results to set goals and to improve all
8 areas. A new evaluation according to the Municipal Compass will be made in
2007.
The most important lesson learnt
The most important lesson learned is that using the Municipal Compass is a
powerful tool for improving the municipality in all aspects. The evaluation shows
what needs to be improved and provides examples from other organisations that can
be used for learning.

Contact information:
Johan Gammelgard
City of Ume
City hall, 901 84 Ume, Sweden
www.umea.se
johan.gammelgard@umea.se
Phone: +46 0 90-162328

84

SWEDEN
FAROS-Cooperation between the National Labour Market and the
Social Insurance Administration to help citizens return to work
New methods have been implemented for interagency cooperation between the
Swedish Social Insurance Administration (SIA) and the Swedish National Labour
Market Administration (AMS). An innovative work procedure (FAROS) has been
introduced to help unemployed people on sickness benefit return to the workplace.
The FAROS method was tested in five pilot areas with superb results. The target
group for FAROS is made up of people who are simultaneously unemployed and on
sick leave. Participants in FAROS were on sick leave for an average of 523 days
prior to the project. This is a group who have fallen in the gap between the
responsibilities of AMS and SIA two government agencies with different
perspectives. The main focus for AMS is the labour market, while the main focus for
SIA is social insurance and rehabilitation.
The pilot programme was oriented towards creating a joint occupational
rehabilitation programme between AMS and SIA that was goal-oriented and clearly
structured with methods and services that support people throughout the entire
rehabilitation process towards the ultimate goal of employment. The point of
departure was that it should be able to take all necessary decisions without stopping
or delaying the work as it passed between agencies. A number of scheduled
checkpoints were built into the working model and a limit of 12 months was set for
the entire rehabilitation.
The projects initial analysis in 2002 of customary programmes and interventions
showed that about 55-60 percent of all unemployed persons on sick leave were sent
back and forth between the agencies without any planning or agreement. The
percentage in the pilot programme was about 6 percent.
The most important lesson learnt
Putting focus on the client in order to uncover and understand the need for
cooperation when the clients needs span the areas of responsibility of more than
one agency. Developing a working model that clarifies roles and responsibilities
based on the needs of the client both agencies were compelled to oversee the
entire process. Structuring the working model with clear allocation of roles, defined
time frameworks and decision points.

Contact information:
Anna Johnsson
Social Insurance Agency and Swedish National Labour Market Board (AMS)
Frskringskassan, Adold Fredrik Kyrkogata 8, 103 51 Stockholm, Sweden
www.forsakringskassan.se / www.ams.se
anna.johnsson@forsakringskassan.se
Phone: +46 8 786 94 92

85

UNITED KINGDOM
Benefits Online, City of Edinburgh Council
The City of Edinburgh Council has embarked on an ambitious and far-reaching
programme to transform its customer service. The ultimate aim is to be recognised
as the UK leader in delivering modern, joined-up and interactive public services
using a wide range of new technology. This is the Smart City vision.
Smart City is all about people based public services. It is about changing the way the
Council organises and delivers its services to be efficient, effective and customer
focussed. Its aim is to use Information Communications Technology (ICT) efficiently
and effectively to support delivering all of these services to citizens, businesses and
organisations.
Benefits Online is not just about technology, it actively seeks to examine current
business processes and to see how these can be re-engineered to support this new
channel not only for citizens but for trusted third parties too.
Benefits Online is going live in April 2006. However, the Benefits Online project has
a Benefits Realisation strategy which details the identification of potential benefits,
their planning, modelling and tracking, the assignment of responsibilities and their
actual realisation.
To date measures have been identified, categorised and listed in a benefits register.
These measures have been baselined and will be re-evaluated when the solution
has been operational for a period of time.
The most important lesson learnt
The most important lesson leaned during the project was to keep citizen experience
at the centre of development. This is ultimately what defines the success of the
solution.

Contact information:
Sarah Bartlett
City of Edinburgh Council
Room 6, B2, 23 Waterloo Place, Edinburgh, EH1 3BH, UK
https://benefitsonline.edinburgh.gov.uk
sarah.bartlett@edinburgh.gov.uk
Phone: +44 131 469 3961

86

UNITED KINGDOM
Greater Manchester Fire and Rescue Service - Changing Working
Patterns
Greater Manchester Fire and Rescue Service (GMF&RS) is the second largest fire
and rescue service in England covering an area of over 500 square miles, serving a
population of approximately 2.5 million people and employing 2600 people. New
duty systems and flexible employment contracts have been developed to change the
way that firefighters are rostered for duty matching employee availability more
closely to risk and demand.
It was essential to acknowledge that employee concerns regarding the proposed
changes were genuine and needed serious consideration even though some of their
expectations were unrealistic. The seminars and focus groups provided valuable
input and in some cases innovative solutions to problems arising during negotiations.
Ongoing dialogue with the Fire brigades Union was a key factor of the process,
ensuring they were regularly briefed on emerging issues and ideas. Formal meetings
took place every two weeks and informal meetings also continued in between the
formal meetings. This facilitated the development of trust and understanding allowing
for the big issues to be addressed early in negotiations.
Results indicating the success
- A reduction in salary costs of 2.3 million.
- Reduction in the number of employees without redundancies
- Emergency Service Response standards maintained or improved
- Sickness absence levels reduced.
- Results from staff surveys indicate a significant reaction to the changes.
- Complaints received from the public remain at a very low level
The most important lesson learnt
Only by setting clear performance standards at the outset can you hope to convince
all stakeholders that your efficiency targets can be realised and, perhaps more
importantly justified.

Contact information:
Steve Beckley
Greater Manchester Fire and Rescue Service
146 Bolton Road, Swinton, Manchester, M27 8US, England
www.manchesterfire.gov.uk
beckleys@manchesterfire.gov.uk
Phone: +44 161 608 4005

87

UNITED KINGDOM
The school at the centre of the community, Dyke House School
Dyke House School is an average sized community comprehensive school in
Hartlepool in the north east of England. It serves a school population of 1050 pupils
aged 11 to 16 years. In 1993 the school was considered to be not a friendly place for
pupils and the community. The number of pupils had fallen to just under 500 and
examination results were poor. The school was closed immediately after the final
lesson each day and the rooms lay idle.
A new headteacher was appointed with a new management team. As part of the
school improvement plan the new team decided that a major difficulty was that many
of the pupils had parents who had attended the school and left with poor
qualifications. Many were also unemployed and gave little thought to the value of
education.
The first step was to use the school facilities during the school day when pupils were
not using them. The school had invested heavily in computers and a period of two
hours per week was identified when these were not in use by pupils. Adults were
invited into the school from the local community to learn how to use computers and
publicity was given to pupils about this use. Slowly pupils began to value education
when they realised that adult volunteers were coming into school to learn.
The leadership of the school want the success of the project to be measured by
school improvement. The successes are:
- 51% of pupils gained five good grades (A - C) at aged 16 in 2005,
- pupil attendance is the high ninety percentages every day,
- more pupils remaining in education beyond aged 16,
- pupils taking Duke of Edinburgh Award qualifications,
- pupils training as Young Sports Leaders and Young Arts Leaders,
- 1050 pupils attending the school (double the number at the start of the scheme)
And for the community: average of 3000 adults using the site each week, 12 ICT
Technicians trained and qualified, school buildings open and used six days every
week and 50 weeks each year.
The most important lesson learnt
The school requires community support to be a successful school and cannot thrive
without it. However the school, its leadership and Governors wish to be judged not
on the number of adults who use our facilities each week, not on the hours we are
open to the community, but on the overall school achievement of the young people
who attend our school.

Contact information:
John R Taylor
Dyke House School
Mapleton Road, Hartlepool, TS24 8NQ, United Kingdom
www.dykehouseschool.com
jrtaylor@dykehouse.hartlepool.sch.uk
Phone: +44 1429 266377

88

Best Practice cases form the core of


the Quality conferences for the Public
Administrations in the European Union.
Fourth quality conference is no exception,
we can still trust the idea that we can learn
from each other by sharing Best Practices.
Altogether 78 best practice cases were
selected by the member countries and
co-operative countries and European
Commission to be presented at the 4QC in
Tampere in September 2006.
This publication contains short descriptions
and contact information of these best
practice cases.
We believe that this book is useful for
its readers both during the 4QC and
afterwards. This book can be used as
a summary and information source of what
type of best practice cases are presented at
the 4QC and later on, it serves as a archive
of these cases including contact information
for each case.

www.4qconference.org
info@4qconference.org